This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by KALLEBERG, A. L. Articles by MOODY, J. W. Search for Related Content Social Bookmarking                   What's this?

Human Resource Management and Organizational Performance

University of North Carolina at Chapel Hill

JAMES W. MOODY

University of North Carolina at Chapel Hill

The idea of a transformed or high-performance work system has attracted considerable attention in the United States as an alternative to traditional, mass-production forms of work organization. This article examines the relationships between indicators of high-performance work organizations that are available in the National Organizations Study, on one hand, and measures of organizational performance, on the other. The authors find that characteristics of high-performing work organizations tend to cluster together into a system of organizations. Moreover, the results indicate that human resource policies and practices often identified with high-performing organizations do, in fact, enhance organizational performance.

CiteULike    Connotea    Del.icio.us    Digg    Reddit    Technorati    What's this?

This article has been cited by other articles:

				A. L. Kalleberg, P. V. Marsden, J. Reynolds, and D. Knoke Beyond Profit? Sectoral Differences in High-Performance Work Practices Work and Occupations, August 1, 2006; 33(3): 271 - 302. [Abstract] [PDF]

				G. A. Brewer In the Eye of the Storm: Frontline Supervisors and Federal Agency Performance J. Public Adm. Res. Theory., October 1, 2005; 15(4): 505 - 527. [Abstract] [Full Text] [PDF]

				I. K.H. Chew and F. M. Horwitz Human Resource Management Strategies in Practice: Case-Study Findings in Multinational Firms Asia Pacific Journal of Human Resources, April 1, 2004; 42(1): 32 - 56. [Abstract] [PDF]

				R. Mitchell and J. Fetter Human Resource Management and Individualisation in Australian Labour Law Journal of Industrial Relations, September 1, 2003; 45(3): 292 - 325. [Abstract] [PDF]

				S. C. Selden, W. Jacobson, S. H. Ammar, and R. H. Wright A New Approach to Assessing Performance of State Human Resource Management Systems: A Multi-Level Fuzzy Rule-Based System Review of Public Personnel Administration, July 1, 2000; 20(3): 58 - 74. [Abstract] [PDF]

				R. J. Torraco Advancing Our Understanding of Performance Improvement Advances in Developing Human Resources, February 1, 1999; 1(1): 95 - 111. [Abstract] [PDF]

				M. C. Galang and G. R. Ferris Human Resource Department Power and Influence Through Symbolic Action Human Relations, November 1, 1997; 50(11): 1403 - 1426. [Abstract] [PDF]