The Impact of Human Resource Management Practices on Perceptions of Organizational Performance

John T. Delaney and Mark A. Huselid
The Academy of Management Journal
Vol. 39, No. 4 (Aug., 1996), pp. 949-969
Published by: Academy of Management
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Page Count: 21
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The Impact of Human Resource Management Practices on Perceptions of Organizational Performance


In 590 for-profit and nonprofit firms from the National Organizations Survey, we found positive associations between human resource management (HRM) practices, such as training and staffing selectivity, and perceptual firm performance measures. Results also suggest methodological issues for consideration in examinations of the relationship between HRM systems and firm performance.

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