供电企业人力资源管理创新与企业绩效因果关系的纵向研究
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摘要
在回顾前人在人力资源管理实践与组织绩效因果关系的研究设计后,选择供电企业为研究对象,收集2015—2018年供电企业人力资源实践创新和组织绩效数据,采用纵向研究方法比较创新人力资源管理实践与组织绩效的关系变化。研究结果一是验证了2015年人力资源实践对2016年组织绩效有正向影响,进一步实施人力资源实践创新对2018年组织绩效也同样有正向影响;二是用2016年组织绩效对2017年人力资源实践的反向作用进行了检测,2016年总体绩效并不与2017年任何人力资源实践存在显著相关关系,绩效导致了人力资源实践而非人力资源实践导致绩效的反向因果关系没有得到验证。研究发现给人力资源理论研究者和实践者作出任何因果关系论断都敲响了警钟。
After reviewing the research and design of human resource management practice and organizational performance causal relationship, this paper selects the power supply enterprise as research object, collects the human resource practice innovation and organization performance data of the power supply enterprise in 2015-2018, and compares the relationship between the innovative human resource management practice and the organizational performance by using longitudinal research method. The first result is to verify that the human resource practice in 2015 has a positive impact on the organizational performance in 2016, and the further implementation of human resource practice innovation also has a positive impact on the organizational performance in 2018. Second, the reverse effect of human resource practice in 2017 is tested with the organizational performance in 2016, the overall performance of 2016 is not significantly related to any human resource practice in 2017, and the performance leads to the reverse causality of human resource practice rather than human resource practice has not been verified. The findings of the study are a wake-up call for researchers and practitioners of human resources theory to make any causal conclusion.
After reviewing the research and design of human resource management practice and organizational performance causal relationship, this paper selects the power supply enterprise as research object, collects the human resource practice innovation and organization performance data of the power supply enterprise in 2015-2018, and compares the relationship between the innovative human resource management practice and the organizational performance by using longitudinal research method. The first result is to verify that the human resource practice in 2015 has a positive impact on the organizational performance in 2016, and the further implementation of human resource practice innovation also has a positive impact on the organizational performance in 2018. Second, the reverse effect of human resource practice in 2017 is tested with the organizational performance in 2016, the overall performance of 2016 is not significantly related to any human resource practice in 2017, and the performance leads to the reverse causality of human resource practice rather than human resource practice has not been verified. The findings of the study are a wake-up call for researchers and practitioners of human resources theory to make any causal conclusion.
引文
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[15]HUANG T C. Are human resource practices of effective firms distinctly different from those of poorly performing ones? Evidence from Taiwanese enterprises[J]. International Journal of Human Resource Management, 2000,11(2):436-451.
[16]LEPAK D P, SNELL S A.Examining the human resource architecture:the relationships among human capital, employment,and human resource configurations[J].Journal of Management,2002,28(4):517-543.
[17]DYER L, REEVES T. Human resource strategies and firm performance:what do we know and where we need to go?[J].International Journal of Human Resource Management,1995,6(3):656-670.
[2]DELERY J, EDOTY D H. Modes of theorizing in strategic human resource management:tests of universalistic, contingency, and configurationally perspectives[J]. Academy of Management Journal, 1996,39(5):802-805.
[3]HUSELID M ABECKER B E.Methodological issues in crosssectional and panel estimates of the hr-firm performance link[J].Industrial Relations, 1996,35(3):400-422.
[4]GUEST D E, PECCI R. Partnership at work:mutuality and the balance of advantage[J]. British Journal of Industrial Relations,2001,39(2):207-236.
[5]GURTHRIE J P, SPELL C S, NYAMORI K O. Correlates and consequences of high involvement work practices:the role of competitive strategy[J].International Journal of Human Resource Management, 2002,13(1):183-197.
[6]WRIGHT P M, GARDNER T M, MOYNIHAN L M, et al.The relationship between HR practices and firm performance:examining causal order[J].Personnel Psychology, 2005, 58(2):509-466.
[7]VERBURG R M, DEN HARTOG D N, KOOPMAN P L.Configuration of human resource management practices:a model and test of internal fit[J].The International Journal of Human Resource Management, 2007, 18(2):184-211.
[8]ICHNIOWSKI C, SHAW K. The effects of human resource management systems on economic performance:an international comparison of U.S. and Japanese plants[J]. Management Science,1999, 45(5):704-721.
[9]APPLEYARD M M, BROWN C.Employment practices and semiconductor manufacturing performance[J].Industrial Relations, 2001,40(3):436-471.
[10]ARTHUR J B. Effects of human resource systems on manufacturing performance and turnover[J].Academy of Management Journal,1994,37(1):670-687
[11]BLACK S E, LYNCH L M. How to compete:the impact of workplace practices and information technology on productivity[J].Review of Economics&Statistics, 2001,83(3):434-445.
[12]GURHRIE J P. High-involvement work practices, turnover,and productivity:evidence from New Zealand[J].Academy of management Journal, 2001,44(1):180-190.
[13]HUESLID M A. The impact of human resource management practices on turnover, productivity, and corporate financial performance[J].Academy of Management Journal, 1995,38(3):635-672.
[14]YOUNDT M A, SNELL S A, DEAN J E, et al.Human resource management, manufacturing strategy, and firm performance[J].Academy of Management Journal, 1996,39(4):836-866.
[15]HUANG T C. Are human resource practices of effective firms distinctly different from those of poorly performing ones? Evidence from Taiwanese enterprises[J]. International Journal of Human Resource Management, 2000,11(2):436-451.
[16]LEPAK D P, SNELL S A.Examining the human resource architecture:the relationships among human capital, employment,and human resource configurations[J].Journal of Management,2002,28(4):517-543.
[17]DYER L, REEVES T. Human resource strategies and firm performance:what do we know and where we need to go?[J].International Journal of Human Resource Management,1995,6(3):656-670.