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"

Fingerprint

Firm performance
Greece
Contingency model
Organizational performance
Reward
Resources
Innovation
Organizational efficiency
Business strategy
Manufacturing organizations
Costs
Contingency perspective

Bibliographical note

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

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.
Budhwar, Pawan ; Katou, Anastasia. / Universalistic or contingency model? Contribution of HRM towards firms’ performance in Greece. Abstract from 48th annual meeting of the Academy of International Business, Beijing, China.
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author = "Pawan Budhwar and Anastasia Katou",
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Budhwar, P & Katou, A 2006, 'Universalistic or contingency model? Contribution of HRM towards firms’ performance in Greece' 48th annual meeting of the Academy of International Business, Beijing, China, 23/06/06 - 26/06/06, pp. 196.

Universalistic or contingency model? Contribution of HRM towards firms’ performance in Greece. / Budhwar, Pawan; Katou, Anastasia.

2006. 196 Abstract from 48th annual meeting of the Academy of International Business, Beijing, China.

Research output: Contribution to conferenceAbstract

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

ER -

Budhwar P, Katou A. Universalistic or contingency model? Contribution of HRM towards firms’ performance in Greece. 2006. Abstract from 48th annual meeting of the Academy of International Business, Beijing, China.