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

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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)

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.

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Item type Article
URI https://vuir.vu.edu.au/id/eprint/9358
DOI https://doi.org/10.1080/13602381003790382
Official URL http://www.tandfonline.com/doi/abs/10.1080/1360238...
Subjects Historical > Faculty/School/Research Centre/Department > School of Management and Information Systems
Historical > FOR Classification > 1503 Business and Management
Historical > SEO Classification > 9104 Management and Productivity
Keywords ResPubID24198, Asian management, organizational effectiveness, performance management, Singapore, strategic human resource management
Citations in Scopus 21 - View on Scopus
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