The relationship between HRM avenues of political influence and perceived organizational performance

Human Resource Management

Volumn 46, Issue 4, 2007, Pages 611-629

  Sheehan, Cathy ^a   Cooper, Brian ^a   Holland, Peter ^a   De Cieri, Helen ^a  

^a MONASH UNIVERSITY   (Australia)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 38049166237     PISSN: 00904848     EISSN: 1099050X     Source Type: Journal    
DOI: 10.1002/hrm.20184     Document Type: Article

References (80)

1. Aguinis, H. (1995). Statistical power problems with moderated multiple regression in management research. Journal of Management, 21, 1141-1158.
2. Ahmad, S., & Schroeder, R. G. (2003).The impact of human resource management practices on operational performance: Recognizing country and industry differences. Journal of Operations Management, 21, 19-43.
3. Bae, J., Chen, S., Wan, D., & Lawler, J. (2003) Human resource strategy and firm performance in Pacific Rim countries. International Journal of Human Resource Management, 14, 1308-1332.
4. Baird, L., & Meshoulam, I. (1988) Managing two fits of strategic human resource management, Academy of Management Review, 13, 116-128.
5. Barnes, A. (2006).Trade unionism in 2005. Journal of Industrial Relations, 48, 369-383.
6. Baron, J., & Kreps, D. M. (1999). Consistent human resource practices. California Management Review, 41, 2953.
7. Baruch,Y. (1999). Response rate in academic studies A comparative analysis. Human Relations, 52, 421-438.
8. Beatty, R. W., Ewing, J. R., &Tharp, C. G. (2003). HR's role in corporate governance: present and prospective. Human Resource Management, 42, 257-269.
9. Becker, B., & Gerhart, B. (1996).The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39, 779-801.
10. Beer, M., & Spector, B. (1985). Corporatewide transformations in HR management. In R. E.Walton & P. R. Lawrence (Eds.), Human resource management HRM trends and challenges (pp. 219-254). Boston: Harvard Business School Press.
11. Boselie, R, Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15, 67-94.
12. Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages:The role of "strength" of the HRM system. Academy of Management Review, 29, 203-221.
13. Boxall, P., & Purcell, J. (2003). Strategy and human resource management. Basingstoke, UK: Palgrave Macmillan.
14. Budhwar, P. S. (2000). Evaluating levels of strategic in tegration and devolvement of human resource management in the UK. Personnel Review, 29, 141-161.
15. Buyens, D., & De Vos, A. (2001). Perceptions of the value of the HR function. Human Resource Management Journal, 11, 70-89.
16. Coff, R. W. (1997). Human assets and management dilemmas: Coping with hazards on the road to resource-based theory. Academy of Management Review, 22, 374-402.
17. Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Hillsdale, NJ: Lawrence Erlbaum Associates.
18. Colbert, B. (2004).The complex resource-based view: Implications for theory and practice in human resource management. Academy of Management Review, 29, 341-358.
19. Cycyota, C. S., & Harrison, D. A. (2006). What (not) to expect when surveying executives: A meta-analysis of top manager response rates and techniques over time. Organizational Research Methods, 9, 33-160.
20. Datta, D., Guthrie, J., &Wright, P. M. (2005). Human resource management and labor productivity: Does industry matter? Academy of Management Journal, 48, 135-145.
21. Delaney, J. T., & Huselid, M. A. (1996).The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39, 949-969.
22. Delery, J. (1998). Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review, 8, 289-309.
23. Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management:Tests of universalistic, contingency and configurational performance predictions. Academy of Management Journal, 39, 802-835.
24. Devanna, M., Fombrun, C., &Tichy, N. (1984). A framework for strategic human resource management. In C. Fombrun, N.Tichy, & M. Devanna (Eds.), Strategic human resource management (pp. 33-51). NewYork: Wiley.
25. DiMaggio, P., & Powell, W. (1983).The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields, American Sociological Review, 48, 147-160.
26. Dyer, L., & Holder, G. W. (1988). A strategic perspective of human resource management. In L. Dyer (Ed.), Human resource management. Evolving roles and responsibilities (pp. 1-46), Vol. 1 of the ASPA/BNA Handbook of Human Resource Management. Washington, DC: Bureau of National Affairs.
27. Dyer, L., & Reeves,T. (1995). Human resource strategies and firm performance: what to we know and where do we need to go? International Journal of Human Resource Management, 6, 656-670.
28. Enns, H., & McFarlin, D. B. (2005). When executives successfully influence peers:The role of target assessment, preparation and tactics. Human Resource Management, 44, 257-278.
29. Evans, W. R., & Davis, W. D. (2005). High performance work systems and organizational performance:The mediating role of internal social structure. Journal of Management, 31, 758-775.
30. Farndale, E. (2005). HR department professionalism: A comparison between the UK and other European countries. International Journal of Human Resource Management, 16, 660-675.
31. Ferris, G. R., Galang, M. C.,Thornton, M. L., & Wayne, S. J. (1995). A power and politics perspective on human resource management. In G. R. Ferris, S. D. Rosen, & D.T. Barnum (Eds.), Handbook of human resource management (pp. 100-114). Oxford, UK: Blackwell.
32. Ferris, G. R., Hall, A.T, Royle, M. T, & Martocchio, J. J. (2004). Theoretical developments in the field of human resource management: Issues and challenges for the future. Organizational Analysis, 12, 231-254.
33. Ferris, G. R., Hochwarter, W. A., Buckley, M. R., Harrell-Cook, G., & Frink, D. D. (1999). Human resources management: Some new directions. Journal of Management, 25, 385-415.
34. Ferris, G. R., & Judge,T. A. (1991). Personnel/human resource management: A political influence perspective. Journal of Management, 17, 447-488.
35. French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwight (Ed.), Studies in social power (pp. 150-167). Ann Arbor, Ml: Institute for Social Research.
36. Galang, M. C., & Ferris, G. R. (1997). Human resource department power and influence through symbolic action. Human Relations, 50, 1403-1426.
37. Geringer, J. M., Frayne, C. A., & Milliman, J. F. (2002). In search of "best practices" in international human resource management: Research design and methodology. Human Resource Management, 41, 5-30.
38. Guest, D., Michie, J., Conway, N., & Sheehan, M. (2003). Human resource management and corporate performance in the UK. British Journal of Industrial Relations, 41, 291-314.
39. Guthrie, J. P. (2001). High involvement work practices, turnover and productivity: Evidence from New Zealand. Academy of Management Journal, 44, 180-190.
40. Harel, G. H.,Tzafrir, S. S., & Baruch,Y. (2003). Achieving organizational effectiveness through promotion of women into managerial positions: HRM practice focus. International Journal of Human Resource Management, 14, 247-263.
41. Huselid, M. A. (1995).The impact of human resource management practices on turnover, productivity and corporate financial performance. Academy of Management Journal, 38, 635-672.
42. Kelley, K., & Maxwell, S. E. (2003). Sample size for multiple regression: Obtaining coefficients that are accurate, not simply significant. Psychological Methods, 8, 305-321.
43. Kelly, J., & Gennard, J. (2001). Power and influence in the boardroom: The role of the personnel/HR director. London: Routledge.
44. Kline, R. B. (2005). Principles and practice of structural equation modelling (2nd ed.). NewYork:The Guilford Press.
45. Kotey, B., & Sheridan, A. (2001). Gender and the practice of HRM in small business. Asia Pacific Journal of Human Resources, 39, 23-40.
46. Lei, D., Hitt, M. A., & Bettis, R. (1996). Dynamic core competences through meta-learning and strategic context. Journal of Management, 22, 549-569.
47. MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, 197-221.
48. Maxwell, S. E. (2000). Sample size for multiple regression. Psychological Methods, 4, 434-458.
49. Meisinger, S. R. (2005). The four Cs of the HR profession: Being competent, curious, courageous and caring about people. Human Resource Management, 44, 189-194.
50. Meyer, J., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340-363.
51. Michelson, G., & Kramar, R. (2003).The state of HRM in Australia: Progress and prospects. Asia Pacific Journal of Human Resources, 41, 133-148.
52. Nankervis, A., Compton, R., & Savery, L. (2002). Strategic HRM in small and medium enterprises: A CEO's perspective? Asia Pacific Journal of Human Resources, 40, 260-273.
53. Novicevic, M., & Harvey, M. (2001). The changing role of the corporate HR function in global organizations of the twenty-first century. International Journal of Human Resource Management, 12, 1251-1268.
54. Paauwe, J., & Boselie, P. (2005). "Best practices...in spite of performance": Just a matter of imitation? International Journal of Human Resource Management. 16, 987-1003.
55. Penrose, E.T. (1959).The theory of the growth of the firm. Oxford, UK: Blackwell.
56. Pfeffer, J. (1992). Managing with power. Boston: Harvard University Press.
57. Pfeffer, J. (2005). Changing mental models: HR's most important task. Human Resource Management, 44, 123-128.
58. Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879-903.
59. Powell, W. W., & DiMaggio, P. J. (Eds.). (1991).The new institutionalism in organizational analysis. Chicago: University of Chicago Press.
60. Purcell, J. (1995). Corporate strategy and its link with human resource management strategy. In J. Storey (Ed.), Human resource management: A critical text (pp. 63-86). London: Routledge.
61. Purcell, J., & Ahlstrand, B. (1994). Human resource management in the multi-divisional company. Oxford, UK: Oxford University Press.
62. Quintanilla, J., & Ferner, A. (2003). Multinationals and human resource management: between global convergence and national identity. International Journal of Human Resource Management, 14, 363-368.
63. Robertson, I. (1994).The impact of strategic management: Principles of public sector human resource management. Unpublished Masters of Public Administration dissertation, Department of Government, University of Queensland, Australia.
64. Roehling, M.V., Boswell,W. R., Caligiuri, P., Feldman, D., Graham, M. E., Guthrie, J., et al. (2005).The future of HR management: Research needs and directions. Human Resource Management, 44, 207-216.
65. Schuler, R. S., & Jackson, S. E. (2005). A quarter-century review of human resource management in the U.S.:The growth in importance of the international perspective. Management Revue, 16(1), 11-35.
66. Scott, R. (1987).The adolescence of institutional theory. Administrative Science Quarterly, 32, 493-511.
67. Sheppeck, M. A., & Militello, J. (2000). Strategic HR configurations and organizational performance. Human Resource Management, 39, 5-16.
68. Spector, P. E. (2006). Method variance in organizational research:Truth or urban legend? Organizational Research Methods, 9, 221-232.
69. Tabachnick, B. G., & Fidell, L. S. (2001). Using multivariate statistics (4th ed.). Sydney: Allyn and Bacon.
70. Teo, S.T.T. (2002). Effectiveness of a corporate HR department in an Australian public sector entity during commercialization and corporatization. International Journal of Human Resource Management, 13, 89-105.
71. Ulrich, D., & Smallwood, N. (2005). HR's new ROI: Return on intangibles. Human Resource Management, 44, 137-142.
72. Wall,T.D., Michie, J., Patterson, M., Wood, S. J., Sheehan, M., Clegg, C. W., et al. (2004). On the validity of subjective measures of company performance, Personnel Psychology, 57, 95-118.
73. Wanous, J. P., Reichers, A. E., & Hudy, M. J. (1997). Overall job satisfaction: How good are single-item measures? Journal of Applied Psychology, 82, 247-252.
74. Welbourne, T. (2005). Editor-in-chief's note. Human Resource Management, 44, 113-114.
75. Wiesner, R., & McDonald, J. (2001). Bleak house or bright prospect? Human management in Australian SMEs. Asia Pacific Journal of Human Resources, 39, 31-53.
76. Wright, P. M., & Boswell,W. R. (2002). Desegregating HRM: A review and synthesis of micro and macro human resource management. Journal of Management, 28, 247-276.
77. Wright, P. M., Dunford, B. B., & Snell, S. A. (2001). Human resources and the resource based view of the firm. Journal of Management, 27, 701-721.
78. Wright, P. M., Gardner,T. M., Moynihan, L. M., & Allen, M. R. (2005).The relationship between HR practices and firm performance: Examining causal order. Personnel Psychology, 58, 409-446.
79. Wright, P.. M., Gardner,T. M., Moynihan, L. M., & Park, H. J. (2001). Measurement error in research on human resources and firm performance: Additional data and suggestions for future research. Personnel Psychology, 54, 875-901.
80. Wright, P. M., & Snell, S. A. (2005). Partner or guardian? HR's challenge in balancing value and values. Human Resource Management, 44, 177-182.