Human Resources and Business Performance: Findings, Unanswered Questions, and an Alternative Approach**

Zusammenfassung

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In 1996, Becker and Gerhart noted that much of the work on human resources (HR) and performance had traditionally been conducted at the individual level of analysis. However, in the 1990s, empirical research on HR and performance increasingly moved to the plant/unit and firm level of analysis with a new emphasis on understanding how HR practices influence business performance at these higher levels. In the present article, I describe the empirical findings of this evolving literature, unanswered questions, and an approach to the issue that differs from what has come to be the typical approach over the past 10 years or so.

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Auszug

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Human Resources and Business Performance: Findings, Unanswered Questions, and an Alternative Approach**

Findings on HR and Business Performance

Early efforts to link HR practices to business performance generally focused on a single practice or area of HR. For example, business performance was found to be stronger where the industrial relations climate was more favorable (e.g., lower levels of grievances and conflict, better employee attitudes) and where the use of labor-management cooperation programs was greater (Cutcher-Gershenfeld 1991; Katz/Kochan/Gobeille 1983; Katz/Kochan/Weber 1985). This work was conducted at the plant/unit level of analysis (and typically in unionized settings). Other work, at the firm level of analysis, reported that business performance was stronger in firms emphasizing pay for performance in managerial compensation (Gerhart/Milkovich 1990) and in firms using more valid employee selection procedures (Terpstra/Rozell 1993).

Subsequent research expanded the conception and measurement of HR to include an array of practices. To some extent, "AMO theory" (Boxall/Purcell 2003) has evolved as a model to help guide choice of HR practices to study. AMO refers to ability-motivation opportunity' (Appelbaum et al. 2000; Bailey 1993; Gerhart, forthcoming; Huselid 1995; Ichniowski et al. 1996). Under the AMO model, HR practices are expected to influence business performance via the workforce's ability (e.g., using selective hiring, training), motivation (e.g., using pay for performance), and opportunity to contribute...

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