Modelling the impact of performance management practices on firm performance: Interaction with human resource management practices

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dc.contributor.authorPavlov, Andrey
dc.contributor.authorMura, Matteo
dc.contributor.authorFranco-Santos, Monica
dc.contributor.authorBourne, Mike
dc.date.accessioned2017-06-19T17:01:22Z
dc.date.available2017-06-19T17:01:22Z
dc.date.issued2017-04-23
dc.description.abstractThe paper draws on resource orchestration theory to investigate whether and how performance management (PM) practices interact with human resource management (HRM) practices in organisations as well as how this interaction affects firm performance. The proposed theoretical model was tested through a survey of 192 UK firms using Partial Least Squares approach for structural equations modelling. The findings show that the effect of PM practices on firm performance is better explained when the interaction between these practices and other organisational practices is considered. In particular, we examine the extent to which the interaction between PM practices and commitment-based HRM practices affects performance. We find that when HRM practices and PM practices are misaligned, their effect on performance can be negative. This is the first paper in the PM literature that establishes the relationship between PM and HRM practices in organisations and demonstrates the effect of this relationship on firm performanceen_UK
dc.identifier.citationPavlov A, Mura M, Franco-Santos M, Bourne M, Modelling the impact of performance management practices on firm performance: Interaction with human resource management practices, Production planning & control, Vol 28, Issue 5, 2017, pp. 431-443en_UK
dc.identifier.cris16359019
dc.identifier.issn0953–7287
dc.identifier.urihttp://dx.doi.org/10.1080/09537287.2017.1302614
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/12058
dc.language.isoenen_UK
dc.publisherTaylor & Francisen_UK
dc.rightsAttribution-NonCommercial 4.0 International
dc.rights.urihttp://creativecommons.org/licenses/by-nc/4.0/
dc.subjectPerformance managementen_UK
dc.subjectperformance measurementen_UK
dc.subjecthuman resource managementen_UK
dc.subjectsurveyen_UK
dc.subjectpartial least squaresen_UK
dc.titleModelling the impact of performance management practices on firm performance: Interaction with human resource management practicesen_UK
dc.typeArticleen_UK

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