Citation:
Paul Gooderham, Emma Parry, Kristen Ringdal, The impact of bundles of strategic
human resource management practices on the performance of European firms, The
International Journal of Human Resource Management, Volume 19, Issue 11,
November 2008, Pages 2041-2056
Abstract:
The relationship between HRM practices and perceived firm performance was
analyzed in 3,281 firms located in European Union countries using data derived
from the Cranet data set. A factor analysis of 80 different HRM practices
resulted in 15 bundles of HRM practices which were then further categorized as
being either “calculative”, “collaborative” or “intermediary”. While controlling
for contingency factors, firm strategy, firm size, market conditions and degree
of unionization, as well as controlling for industry and country, the resulting
analysis indicates that while five of the six calculative practices and two of
the three intermediary practices have a significant impact on performance none
of the six collaborative practices has. Significantly it was further noted that
the overall effect of HRM on performance was relatively modest.
