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

Pawan Budhwar; Anastasia Katou

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 language	English
Pages	196
Publication status	Published - 2006
Event	48th annual meeting of the Academy of International Business - Beijing, China Duration: 23 Jun 2006 → 26 Jun 2006

Other

Other	48th annual meeting of the Academy of International Business
Country/Territory	China
City	Beijing
Period	23/06/06 → 26/06/06
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

Access to Document

http://aib.msu.edu/events/2006/aib2006_proceedings.pdf

1 Abstract

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Research output: Unpublished contribution to conference › Abstract › peer-review

Cite this

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title = "Universalistic or contingency model? Contribution of HRM towards firms{\textquoteright} performance in Greece",

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 {\textquoteleft}universalistic{\textquoteright} 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 {\textquoteleft}contingency model{\textquoteright}, 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.",

author = "Pawan Budhwar and Anastasia Katou",

note = "Published in Proceedings of the 48th Annual Meeting of the Academy of International Business; 48th annual meeting of the Academy of International Business ; Conference date: 23-06-2006 Through 26-06-2006",

year = "2006",

language = "English",

pages = "196",

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TY - CONF

T1 - Universalistic or contingency model? Contribution of HRM towards firms’ performance in Greece

AU - Budhwar, Pawan

AU - Katou, Anastasia

N1 - Published in Proceedings of the 48th Annual Meeting of the Academy of International Business

PY - 2006

Y1 - 2006

N2 - 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.

AB - 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.

M3 - Abstract

SP - 196

T2 - 48th annual meeting of the Academy of International Business

Y2 - 23 June 2006 through 26 June 2006

ER -

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

Abstract

Other

Bibliographical note

Access to Document

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Research output

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

Cite this