Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/78931 
Year of Publication: 
2006
Citation: 
[Journal:] Management Revue [ISSN:] 1861-9916 [Volume:] 17 [Issue:] 3 [Publisher:] Rainer Hampp Verlag [Place:] Mering [Year:] 2006 [Pages:] 241-255
Publisher: 
Rainer Hampp Verlag, Mering
Abstract: 
This paper is dealing with the relationships between HRM, company performance and employee well-being. The relationship between S/HRM and company performance has received much attention in prior literature, while the employee perspective has been widely neglected in this research tradition. The purpose of this paper is two-fold: first, to identify and evaluate how company performance and employee well-being are related, and, secondly, to evaluate the possibilities of HR policies and practices to impact on company performance and employee well-being. The results indicate that the relationship between company performance and employee well-being is weak and difficult to grasp. And such is the direct link between HRM and employee well-being, which is better explained by typical work-related factors. Instead, HR practices are relatively good predictors of company performance.
Subjects: 
HR practices
longitudinal desing
competitive advantage
organizational commitment
organizational effecteveness
general satisfaction
emotional exhaustion
Document Type: 
Article

Files in This Item:
File
Size
141.72 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.