Linking strategic HRM, performance management and organizational effectiveness: perceptions of managers in Singapore
Strategic human resource management (SHRM) theory is predicated on the assumption that effective human resource management (HRM) processes have the capacity to contribute significantly to organizational effectiveness, expressed in terms of productivity, flexibility, effectiveness, efficiency, return...
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Veröffentlicht in: | Asia Pacific business review 2011-01, Vol.17 (1), p.67-84 |
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description | Strategic human resource management (SHRM) theory is predicated on the assumption that effective human resource management (HRM) processes have the capacity to contribute significantly to organizational effectiveness, expressed in terms of productivity, flexibility, effectiveness, efficiency, return on investment, competitiveness, and ultimately, profitability. Earlier research studies have explored the overall value-adding potential of HRM processes as a whole. Few have focused on the links between strategic HRM, performance management systems and organizational effectiveness, and even fewer have examined these relationships in Southeast Asia. This paper addresses this gap in the literature by examining the perceptions of a split sample of senior managers in Singapore. It reveals an interesting gap between their rhetoric and the realities of their performance management systems, and suggests future research directions. |
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subjects | Asian management Competitiveness Human resource management Human resources Investment returns Managers Organizational effectiveness organizational effectiveness (OE) Perceptions Performance management Personnel management Productivity Profitability Rhetoric Singapore strategic human resource management (SHRM) Strategic management Studies Value added |
title | Linking strategic HRM, performance management and organizational effectiveness: perceptions of managers in Singapore |
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