Human Resource Management, Strategy and Operational Performance in the Spanish Manufacturing Industry

ISSN: 1286-4892 Editors: Martin Evans, U. of Toronto Bernard Forgues, U. of Paris 12

Alberto Bayo-Moriones and Javier Merino-Díaz de Cerio 2002

Human Resource Management, Strategy and Operational Performance in the Spanish Manufacturing Industry, M@n@gement, 5(3): 175-199.

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M@n@gement, Vol. 5, No. 3, 2002, 175-199

Human Resource Management, Strategy and Operational Performance in the Spanish Manufacturing Industry

Alberto Bayo-Moriones . Javier Merino-Díaz de Cerio

Universidad Pública de Navarra Departamento de Gestión de Empresas eMail: abayom@unavarra.es Universidad Pública de Navarra Departamento de Gestión de Empresas eMail: jmerino@unavarra.es

In recent years companies have begun to implement a series of human resource management (HRM) practices that are referred to in the literature as high-performance or high-commitment. Among others these practices include employee involvement, training and organisational incentive plans. In this study we attempt to determine how and to what extent the adoption of this type of practices affects the firm’s performance record. We focus specifically on the impact HRM has on operational performance. Moreover, we test if the impact of highcommitment practices on firm performance is contingent on the strategy followed by the firm. We try to detect possible differences in the relationship between HRM and the different kinds of operational results...