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Linking strategic HRM, performance management and organizational effectiveness: perceptions of managers in Singapore

Stanton, Pauline and Nankervis, Alan (2011) Linking strategic HRM, performance management and organizational effectiveness: perceptions of managers in Singapore. Asia Pacific Business Review, 17 (1). pp. 67-84. ISSN 1360-2381 (print) 1743-792X (online)

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Abstract

Strategic human resource management (SHRM) theory is predicated on the assumption that effective human resource management (HRM) processes have the capacity to contribute significantly to organizational effectiveness, expressed in terms of productivity, flexibility, effectiveness, efficiency, return on investment, competitiveness, and ultimately, profitability. Earlier research studies have explored the overall value-adding potential of HRM processes as a whole. Few have focused on the links between strategic HRM, performance management systems and organizational effectiveness, and even fewer have examined these relationships in Southeast Asia. This paper addresses this gap in the literature by examining the perceptions of a split sample of senior managers in Singapore. It reveals an interesting gap between their rhetoric and the realities of their performance management systems, and suggests future research directions.

Item Type: Article
Uncontrolled Keywords: ResPubID24198, Asian management, organizational effectiveness, performance management, Singapore, strategic human resource management
Subjects: Faculty/School/Research Centre/Department > School of Management and Information Systems
FOR Classification > 1503 Business and Management
SEO Classification > 9104 Management and Productivity
Depositing User: VUIR
Date Deposited: 03 Sep 2012 07:14
Last Modified: 03 Sep 2012 07:14
URI: http://vuir.vu.edu.au/id/eprint/9358
DOI: https://doi.org/10.1080/13602381003790382
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Citations in Scopus: 11 - View on Scopus

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