John E. Delery

Issues of fit in strategic human resource management: Implications for research

There is a growing body of research showing that the methods used by an organization to manage its human resources can have a substantial impact on many organizationally relevant outcomes. Human resource management (HRM) practices have been linked with turnover (Arthur 19941, productivity (Ichniowski, Shaw, & Prennushi 1997; MacDufYie 1995), financial returns (Delcry & Doty 19961, survival (Welbourne & Andrews 19961, and firm value (Huselid 1995). This growing area of research has been labeled strategic human resource management (SHRM) in that it emphasizes the strategic role of human resources management in meeting business objectives. Estab~shing that HRM practices are linked with firm effectiveness is an important first step in this line of research, however, there is still little understanding of the mechanisms through which HRM practices influence effectiveness. For instance, Delaney and Huselid (1996) stated that researchers still do not know “how HRM practices affect org~izational outcomes, whether some practices have stronger effects than others, and whether complemtarities or synergies among such practices can further enhance organizational performance” (p. 950). This line of research has been interesting in that it points to the importance of human resources, but it has provided few real insights for organizations wishing to gain a competitive advantage through human resources. The purpose of this article is twofold. First, I provide a brief review of the major theoretical and empirical work completed to date in SHRM, focusing most closely on the fit of HRM practices into a coherent system. Second, I present several issues critical to empirical research in SHRAiI on which researchers must focus greater attention. To date, there is clearly no consensus as to how researchers must address these issues. It is argued throughout this article that the conceptual foundations of SHRM have been relatively weak and many of the empirical investigations have made assumptions not driven

An Organization-Level Analysis of Voluntary and Involuntary Turnover

Although there are many individual-level models of turnover, little research has examined the effects of human resource management practices on quit rates and discharge rates at the organizational level. This study used organization-level data from 227 organizations in the trucking industry to explore this issue. Results show that human resource management practices predict quit rates and discharge rates hut that the determinants of each are quite different. Implications are derived and directions for future research suggested.

The strategic management of people in work organizations: Review, synthesis, and extension

The strategic management of human resources (HR) has been one of the most rapidly growing areas of research within human resources. In the last decade, there have been numerous empirical examinations and theoretical treatments of the link between HR and firm performance. In this paper, we review this empirical and conceptual literature and highlight areas of agreement and those that need further development. We then begin the process of building a conceptual framework based on this review and the extensive employment systems literature. Using our framework, we then discuss several methodological concerns that must be addressed for continued substantive research to proceed. We conclude with our suggestions for future empirical and conceptual work.

Unionization, Compensation, and Voice Effects on Quits and Retention

This study explores the relationships among unionization, compensation practices, and employee attachment (quit rates and tenure) among trucking companies to assess the applicability of Freeman and Medoffs exit/voice argument. Unionization was associated with lower quit rates, higher tenure, a better compensation package, and stronger voice mechanisms. The relationship of unionization to quit rates and tenure becomes nonsignificant after accounting for compensation (pay and benefits), and voice mechanisms do not add explanatory variance.

Correlates of Response Outcomes among Organizational Key Informants

Response rate research among individual respondents is applied to key-informant methodology in organizational research. Five organizational samples (two industry-specific samples and three cross-industry samples) are examined to assess the extent to which research procedures, informant characteristics, and organizational characteristics affect response outcomes. Three response outcomes are of interest: response rates (proportion of sample participating), response speed (number of days to respond), and amount of missing data. Response rates in the five samples ranged from 19% to 71%. Research procedures are related to response outcomes, but the data are mostly suggestive and not conclusive with respect to the relationships of informant and organizational characteristics to response outcomes. Implications of these results for key-informant methodology are discussed.

Empirical organizational-level examinations of agency and collaborative predictions of performance-contingent compensation

Competitive predictions regarding the relationships between: (a) monitoring and agent tenure, and (b) performance‐contingent compensation are derived from agency theory and collaborative perspectives. These results are tested in a within‐industry (trucking) sample and in a cross‐industry sample. The results partially support both perspectives, particularly with respect to monitoring and agent tenure. Implications of the results for theory and practice are discussed. Copyright

Human resource management practices and organizational effectiveness: internal fit matters

Purpose – The purpose of this paper is to test alternative conceptualizations of the relationship between systems of human resource management (HRM) practices and organizational effectiveness. The authors describe a framework suggesting a complex relationship between HRM practices and organizational effectiveness, test this approach empirically in a large sample of US motor carriers, and compare the results to those derived using other approaches prevalent in the strategic HRM literature. Design/methodology/approach – The study used a large scale cross-sectional survey design. In a sample of US motor carriers, questionnaires completed by senior HRM department staff were used as the primary data. The data were supplemented by organizational effectiveness data reported by motor carriers to the US Government. Findings – The results support the general hypothesis that HRM practices enhance organizational effectiveness, provide some evidence that HRM practices can enhance each other’s effectiveness, and unders...

Interdimensional correlations in individual and dyadic performance ratings

Performance rating research about individual performance may not necessarily generalize to rating performance of dyads. Using data from the 1992 Winter Olympics, this study demonstrates that observed interdimensional correlations are higher when dyads rather than individuals are being rated, particularly when raters have the opportunity to form prior general impressions of ratees. Implications of these results are discussed.

DO STATISTICAL CONTROLS CLARIFY, CONTAMINATE OR CONFUSE? ILLUSTRATIONS USING PAY VARIATION

Correlational field studies have become commonplace in the management literature. Because these studies do not allow researchers to control potential third variables as part of the study design, re...