Human Resource Management and Organizational Performance
- 1 June 1994
- journal article
- research article
- Published by SAGE Publications in American Behavioral Scientist
- Vol. 37 (7) , 948-962
- https://doi.org/10.1177/0002764294037007007
Abstract
The idea of a transformed or high-performance work system has attracted considerable attention in the United States as an alternative to traditional, mass-production forms of work organization. This article examines the relationships between indicators of high-performance work organizations that are available in the National Organizations Study, on one hand, and measures of organizational performance, on the other. The authors find that characteristics of high-performing work organizations tend to cluster together into a system of organizations. Moreover, the results indicate that human resource policies and practices often identified with high-performing organizations do, in fact, enhance organizational performance.This publication has 10 references indexed in Scilit:
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