Adopting high-involvement human resource practices

Adopting high-involvement human resource practices

Results from a survey of 107 organizations suggested that the organizational process of benchmarking mediates the effects of munificence and human resource (HR) practices. The weak relationship between munificence and HR practices observed in past studies might be explained by the failure to account...

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Veröffentlicht in:Group & organization management 1999-12, Vol.24 (4), p.461
Hauptverfasser: Sanchez, Juan I, Kraus, Eyran, White, Steve, Williams, Marie
Format: Artikel
Sprache:eng
Schlagworte:
Benchmarks
Correlation analysis
Employee involvement
Human resource management
Human resources
Hypotheses
Innovations
Institutionalism
Regression analysis
Studies
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container_title Group & organization management
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creator Sanchez, Juan I
Kraus, Eyran
White, Steve
Williams, Marie
description Results from a survey of 107 organizations suggested that the organizational process of benchmarking mediates the effects of munificence and human resource (HR) practices. The weak relationship between munificence and HR practices observed in past studies might be explained by the failure to account for this organizational process. Implications for HR managers and practitioners interested in the role that benchmarking plays in organizations are highlighted.
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source SAGE Complete A-Z List; Alma/SFX Local Collection
subjects Benchmarks
Correlation analysis
Employee involvement
Human resource management
Human resources
Hypotheses
Innovations
Institutionalism
Regression analysis
Studies
title Adopting high-involvement human resource practices
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