A Literature Review on the Impact of Investment in Human Capital on Economic Success
How do Human Resources Practices Affect Organisational Performance?
- Art: MA-Thesis / Master
- Autor: Gina Roberts
- Abgabedatum: Mai 2004
- Umfang: 142 Seiten
- Dateigröße: 711,3 KB
- Note: 1,0
- Institution / Hochschule: Ludwig-Maximilians-Universität München Deutschland
- ISBN (eBook): 978-3-8324-8365-4
-
ISBN (Paperback) :
978-3-8324-8365-4 P - ISBN (CD) :978-3-8324-8365-4 CD
- Sprache: Englisch
- Prämierung:
- Arbeit zitieren: Roberts, Gina Mai 2004: A Literature Review on the Impact of Investment in Human Capital on Economic Success, Hamburg: Diplomica Verlag
- Schlagworte: strategisches Personalmanagement, strategic HRM, TQM, Personalwesen, Unternehmensleistung
In den Warenkorb
48,00 €
MA-Thesis / Master von Gina Roberts
Abstract:
Champions of Human Capital in organisations, such as Human Resources directors, are in need of empirical evidence to justify to board members, CEOs and ultimately shareholders why financial investments into Human Capital should be increased or at least maintained. The research questions posed in this thesis take on the challenge to find empirical evidence that investment in Human Capital, through Human Resources, has a positive impact on intermediate as well as accounting and share-value indicators of organisational performance.
This literature review summarises, integrates and evaluates research published between 1998 and 2003 pertaining to the direct and indirect relationship between Human Resources on different indicators of intermediate and bottom-line performance. The review is comprised of 31 articles clustered into the following topics: strategic HRM, Human Resources Development, technology, diverse workforces and flexible working conditions and methodological issues in HR-organisational performance research.
Evidence for the direct and indirect impact of HR on organisational performance is discussed and the findings are interpreted with reference to Ostroff and Bowen’s Multi-Level Model (2000), which explains the individual, organisational and inter-level relationships between Human Resources and organisational performance. Enabling conditions that strengthen the HR-organisational performance relationship are identified. Methodological issues such as levels of analyses, short-term vs. long-term perspectives and generalisability are evaluated in detail.
Employee benefits from enhanced organisational performance and barriers to the diffusion of high-performance work practices are research questions that still remain unanswered (Ichniowski et al., 2000). Future research should focus on building up a portfolio of studies at different levels of analyses and include a broader range of organisational performance variables that are also relevant employees as well as shareholders and top management. The implications of the research findings for HR directors and corporate strategy functions are presented.
Table of Contents:
| 1. | Introduction | 4 |
| 2. | Theoretical Background | 7 |
| 2.1 | How is Human Capital Conceptualised in the Management Literature? | 7 |
| 2.2 | The Human Capital Project | 8 |
| 2.3 | The Story so Far: Theoretical Perspectives on Human Resources Management | 9 |
| 2.3.1 | Current State of Research on HR Practices and Firm Performance | 9 |
| 2.3.2 | Four Theoretical Perspectives Explaining why Human Resources Practices matter for Organisational Performance | 11 |
| 2.3.3 | Multi-Level Model Linking HR Systems to Organisational Performance | 14 |
| 2.4 | Methodological Issues | 18 |
| 2.5 | Research Questions | 21 |
| 3. | Method | 22 |
| 4. | Results | 26 |
| 4.1 | Strategic HRM | 27 |
| 4.1.1 | HR Orientation | 27 |
| 4.1.2 | HRM Effectiveness and Business Strategy | 29 |
| 4.1.3 | Best Practice and Strategic Fit Models of HRM | 30 |
| 4.1.4 | High Involvement Work Practices in South Korean Culture | 33 |
| 4.1.5 | Quality Enhancer Strategy: Total Quality Management | 37 |
| 4.1.6 | Total Quality Management and Downsizing | 39 |
| 4.1.7 | Labour Market Flexibility | 41 |
| 4.1.8 | Role of HRM and Perception of Top Management | 44 |
| 4.1.9 | Presence of an HR Executive on the Board and Growth rate | 46 |
| 4.1.10 | HRM Practices and Work Climate | 47 |
| 4.1.11 | Synthesis of Findings on Strategic HRM and Contingency Variables | 50 |
| 4.2 | Human Resources Development | 53 |
| 4.2.1 | Training Effectiveness: Horizontal and Vertical Transfer | 53 |
| 4.2.2 | Financial Analysis of HRD | 54 |
| 4.2.3 | Company and Individual Returns to Investment in Education | 56 |
| 4.2.4 | Alignment of Training with Corporate Strategy | 57 |
| 4.2.5 | Alignment of Training with Strategy and Training Transfer | 59 |
| 4.2.6 | Transfer of Training back to the Job | 61 |
| 4.2.7 | Investment in Training | 63 |
| 4.2.8 | Synthesis of Research on Human Resources Development | 64 |
| 4.3 | Technology and HR Practices | 67 |
| 4.3.1 | Human Resources Strategy for the ICT-Driven Business Context | 67 |
| 4.3.2 | The Influence of HR Specialist Involvement on Information System Success | 69 |
| 4.3.3 | The Impact of Work Practices and Technology on Productivity | 70 |
| 4.3.4 | The Interrelationship of Technological Change and Human Resources practices on Labour Productivity and Firm Performance | 72 |
| 4.3.5 | Synthesis of Results on Technology and HR practices | 73 |
| 4.4 | Diverse Workforces and Flexible Working Conditions | 76 |
| 4.4.1 | Diversity, Business Strategy and Organisational Performance | 76 |
| 4.4.2 | Team Racial Composition, Member Attitudes and Team Performance | 78 |
| 4.4.3 | Quality of Work Life and Business Performance | 81 |
| 4.4.4 | Historical and Theoretical Context of the ‘Win-Win’ Paradigm of Economic Performance | 82 |
| 4.4.5 | Coverage and Effectiveness of Family-Responsive Workplace Policies | 84 |
| 4.4.6 | Synthesis of Result on Diversity and Flexibility | 85 |
| 4.5 | Methodological Issues in the HR-Performance Relationship | 89 |
| 4.5.1 | Reliability of HR Measures: Sources of Measurement Error | 89 |
| 4.5.2 | Single or Multiple Raters and Rater Bias | 92 |
| 4.5.3 | Multiple Raters and Level of Empirical Analysis | 93 |
| 4.5.4 | Reliability Estimates at Lower Levels of Empirical Analysis | 95 |
| 4.5.5 | Measurement Error in Cross-sectional and Longitudinal Data | 97 |
| 4.5.6 | Synthesis of Methodological Issues | 99 |
| 5. | Discussion | 102 |
| 5.1 | Interpretation of the Results with Reference to the Research Questions | 102 |
| 5.2 | Causational Relationships and Enabling Factors | 106 |
| 5.3 | Evaluation of Methodological Issues | 108 |
| 5.4 | Limitations of the Current Research and Suggested Future Directions | 110 |
| 5.5 | Implications for HR Directors and Corporate Strategy | 115 |
| 5.6 | Conclusion | 117 |
| 6. | Abstract | 118 |
| 7. | References | 119 |
| 8. | Appendices | 123 |
| 9. | Declaration | 140 |
In den Warenkorb
48,00 €
Link zur Arbeit:
http://www.diplom.de/ean/9783832483654
Arbeit zitieren:
Roberts, Gina Mai 2004: A Literature Review on the Impact of Investment in Human Capital on Economic Success, Hamburg: Diplomica Verlag
Schlagworte:
strategisches Personalmanagement, strategic HRM, TQM, Personalwesen, Unternehmensleistung
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