Mark A. Youndt

Human Resource Management, Manufacturing Strategy, and Firm Performance

This study examines two alternative views—universal and contingency—of the human resources (HR)-performance relationship in manufacturing settings. Results from a survey of 97 plants primarily support a contingency approach to human resource management (HRM). An HR system focused on human capital enhancement was directly related to multiple dimensions of operational performance (i.e., employee productivity, machine efficiency, and customer alignment), but subsequent analysis revealed that this main effect was predominately the result of linking human-capital-enhancing HR systems with a quality manufacturing strategy. Other manufacturing strategies also moderated the HR-performance relationship.

Human Resource Management and Firm Performance: Testing a Contingency Model of Executive Controls

This study examined the relationship between human resource management (HRM) controls used by executives and changes in the financial performance of their firms (ROA and sales growth). Results from 102 single product firms indicate that, as hypothesized, when the approach to HRM was based on behavior control, firm performance was higher when executives had complete knowledge of cause-effect relations. HRM based on output control had neither a direct nor a moderating effect on firm performance. When the approach to HRM was based on input control, performance was higher when standards of desirability were ambiguous. From a practical standpoint, these findings suggest that executives should be cognizant of several contingencies that might guide their choice among various approaches to HRM, as well as the effects these choices have on the performance of their firms. From a research standpoint, there are several issues raised in this study that suggest avenues for future investigation on HRM, control, and performance.

Selection and Training for Integrated Manufacturing: The Moderating Effects of Job Characteristics

This study examined the conditions under which aspects of integrated manufacturing (e.g. advanced manufacturing technology, total quality management, just-in-time inventory control) lead to selection and/or training for technical and problem-solving skills of employees. Results from our study of 74 plants showed main effects of advanced manufacturing technology and total quality management on training for technical and problem-solving skills, but no main effects on selection. In addition, employee job characteristics were studied to examine the degree to which they might moderate the effects of integrated manufacturing. Several interaction effects were found as they related to staffing and training practices. In general, staffing was used less in response to integrated manufacturing when employees’ jobs involved high levels of task uncertainty and interdependence. In contrast, the effects on training remained steady or increased under conditions of task uncertainty. Based on this, we conclude that staffing and training are emphasized under different circumstances and, therefore, should not be simply viewed as substitutes for one another in responding to the demands of integrated manufacturing. Our results are discussed in terms of their theoretical and practical implications.

Turnover and Knowledge Loss: An Examination of the Differential Impact of Production Manager and Worker Turnover in Service and Manufacturing Firms

This research examines the comparative effects of production manager and worker turnover in service and manufacturing settings. We suggest that, due to the centrality of human action in services and the ability of manufacturers to insulate the technical core, service and manufacturing companies are differentially dependent on and impacted by the loss of production manager and worker knowledge. The results from a survey of 150 service and manufacturing firms provide partial support for this notion and show that turnover impacts these organizations differently. More specifically, we find that: (1) the negative impact of production worker turnover on firm performance is greater in service settings than in manufacturing settings; and (2) the negative impact of production worker turnover on firm performance is greater than the impact of production manager turnover in service firms. In addition, our findings show that organizational capital moderates the turnover–performance relationship for production workers in service firms.

Web Perception and Young Consumers: An Empirical Investigation of Factors Influencing Perceptions of Online Companies

ABSTRACT The purpose of this study is to identify and empirically test factors important to building a positive Web perception among young consumers. Factors that affect Web perception are divided into Web design, vendor, and product/service groups. Based on regression analysis we found that Web design and product/service characteristics play the most important roles in developing a positive Web perception among young consumers. More specifically, online vendors must provide a vast selection of products that are of high quality, and their sites must be fast, easy to navigate, contain relevant information, and allow ease of ordering.