The strategic and operational roles of human resources: An emerging model

Cornell Hotel and Restaurant Administration Quarterly

Volumn 43, Issue 4, 2002, Pages 17-26

  Tracey, J Bruce ^a   Nathan, Arthur E ^b  

^a 335 Statler Hall   (United States)

^b Mellon HR Solutions

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0346903474     PISSN: 00108804     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0010-8804(02)80038-6     Document Type: Article

References (15)

1. Cathy A. Enz What Keeps You Up at Night? Key Issues of Concern for Lodging Managers Cornell Hotel and Restaurant Administration Quarterly Vol. 42 No. 2 April 2001 38 45
2. J.B. Barney Gaining and Sustaining Competitive Advantage 1997 Addison-Wesley Reading, MA
3. For example, Paauwe and Richardson reviewed nine studies that yielded 22 significant empirical relationships between various HR policies, practices, and procedures, and several measures of firm performance. See: J. Paauwe and R. Richardson, “Strategic Human Resource Management and Performance,” International Journal of Human Resource Management , Introduction to the Special Issue, Vol. 8, No. 3, pp. 257–262.
4. Youndt, Snell, Dean, and Lepak, for instance, found that different types of organizational strategy moderated the relationship between two types of HR systems and firm performance. Specifically, Youndt et al. found that a “human capital enhancing” HR system (e.g., selectivity in hiring) was most effective in organizations that incorporated a quality-based strategy (versus other strategies). They also found that an “administrative” HR system (e.g., policies and procedures training) was most effective in organizations that employed a cost-based strategy. Thus, this study provided convincing evidence that organizational effectiveness is contingent on the proper alignment of HR systems and overall business strategy. See: M.A. Youndt, S.A. Snell, J.W. Dean, and D.P. Lepak, “Human-resources Management, Manufacturing Strategy, and Firm Performance,” Academy of Management Journal , Vol. 39, No. 4, pp. 836–866.
5. See T.R. Hinkin J.B. Tracey The Cost of Turnover: Putting a Price on the Learning Curve Cornell Hotel and Restaurant Administration Quarterly Vol. 41 No. 3 June 2000 14 21
6. See T. Simons T.R. Hinkin The Effects of Employee Turnover on Hotel Profits Cornell Hotel and Restaurant Administration Quarterly Vol. 42 No. 4 August 2001 65 69
7. All significant at p < .05.
8. T. Simons C.A. Enz Motivating Hotel Employees: Beyond the Carrot and the Stick Cornell Hotel and Restaurant Administration Quarterly Vol. 36 No. 1 1995 20 27
9. Overall F = 44.32, df1 = 123, df2 = 1085; R2 = 0.82, p < .01; standardized beta weights for training and turnover were 0.031 and 0.032, respectively, p < .01. These and related results were presented by J. Bruce Tracey and Michael J. Tews at the 2002 Meeting of the Society for Industrial and Organizational Psychology, Toronto, Canada.
10. As related by: Andrew Geller, principal, organizational development, Unifi Network, a former subsidiary of PricewaterhouseCoopers LLP, Teaneck, New Jersey, April 26, 2001.
11. These are defined as disciplinary actions, commendations, granting of leaves, and the completion of related paperwork.
12. B. Liautaud M. Hammond e-Business Intelligence, Turning Information into Knowledge into Profit 2001 McGraw-Hill New York 5
13. Joseph H. Boyett Jimmie T. Boyett Row Henson Heidi Spirgi-Hebert HR in the New Economy: Trends and Leading Practices in Human Resources Management 2001 PeopleSoft Pleasanton, CA 28
14. B. Liautaud M. Hammond e-Business Intelligence, Turning Information into Knowledge into Profit 2001 McGraw-Hill New York 38
15. Alanna Klaussen, senior analyst with Radiant Systems, Inc., has demonstrated that a 2-percent to 10-percent savings in payroll expenses can be realized by adopting decision-support technology.