Universalistic or contingency model? Contribution of HRM towards firms’ performance in Greece

Pawan Budhwar, Anastasia Katou

Research output: Contribution to conferenceAbstract

Abstract

This paper investigates the impact of HRM systems on organisational performance in a sample of 178 Greek manufacturing organisations. The results show strong support for the ‘universalistic’ model, highlighting that both resource-development and reward-relations systems are positively related with organisational performance. The results also show weak and partial support for the ‘contingency model’, i.e., resourcedevelopment and reward-relations systems are contingent on the business strategies of quality, innovation, and cost in determining organisational efficiency. The study concludes that the universalistic and contingency perspectives are not necessarily mutually exclusive but on the contrary are in some cases complementary.
Original languageEnglish
Pages196
Publication statusPublished - 2006
Event48th annual meeting of the Academy of International Business - Beijing, China
Duration: 23 Jun 200626 Jun 2006

Other

Other48th annual meeting of the Academy of International Business
CountryChina
CityBeijing
Period23/06/0626/06/06
Other"From the Silk Road to Global Networks: Harnessing the Power of People in International Business"

Bibliographical note

Published in Proceedings of the 48th Annual Meeting of the Academy of International Business

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  • Research Output

    Cultural value orientations and HRM policies and practices: an empirical study of Oman

    Aychan, Z., Budhwar, P., Davis, A. & Al-Hamadi, A. B., 2006.

    Research output: Contribution to conferenceAbstract

  • Cite this

    Budhwar, P., & Katou, A. (2006). Universalistic or contingency model? Contribution of HRM towards firms’ performance in Greece. 196. Abstract from 48th annual meeting of the Academy of International Business, Beijing, China. http://aib.msu.edu/events/2006/aib2006_proceedings.pdf