The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm

Implementing Strategic Human Resource Management (SHRM) is of equal importance as designing it because it reflects the functionality of SHRM practices. Until recently, there is no definite classification of SHRM practices specifically related to the competitiveness and innovativeness of firms. Thus,...

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Main Author:	Bidmeshgipour, Maryam
Format:	Thesis
Language:	English
Published:	2012
Subjects:	HD28 Management Industrial Management HF Commerce
Online Access:	http://eprints.utm.my/id/eprint/33753/5/MaryamBidmeshgipourPFPPSM2012.pdf
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id	my-utm-ep.33753
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spelling	my-utm-ep.337532018-04-12T05:36:20Z The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm 2012-09 Bidmeshgipour, Maryam HD28 Management. Industrial Management HF Commerce Implementing Strategic Human Resource Management (SHRM) is of equal importance as designing it because it reflects the functionality of SHRM practices. Until recently, there is no definite classification of SHRM practices specifically related to the competitiveness and innovativeness of firms. Thus, it is not evident which of these practices contribute more to the business performance. This thesis focuses on the classification of the SHRM practices namely, Instrumental and Administrative and an investigation on their relationships with the performance of a business. This classification would enable organizations to act proactively rather than being reactive in their decision-makings. The classification of competitiveness and innovativeness as two qualitative parameters to measure business performance can be used fundamentally for long term planning in comparison to quantitative (financial metrics) classifications that are being used in short term orientations. In a knowledge-based economy, the firms need to manage in the forms of established procedures, patents and resources that are considered valuable, rare, inimitable, and non- substitutable. Advanced human capital as a part of SHRM has these features and is significantly related to business performance. Therefore, the current study integrated the Resource-Based View (RBV) of the firms into the relationship of SHRM practices and business performance and investigates RBV as a mediator in this relationship.The study employs Pearson correlation to test the relationship between SHRM practices and business performance, bootstrapping as well as the Sobel test to test the mediation of RBV. The findings depict strong relationship between the investigated SHRM practices and business performance, as the coefficiency was 0.405 and above. In ranking the correlations, recruitment and selection with a coefficiency of 0.551 had the strongest relationship with competiveness and change agent role with a coefficiency of 0.619 had the strongest relationship with innovativeness. The results of mediation analysis showing the connection of SHRM practices to RBV (path a) and the mediator to business performance (Path b) based on Tzelgov and Stern, and Cogenr methods tested the RBV as suppressor. Based on the findings, RBV as a suppressor improved the relationship and predictive validity between SHRM practices and business performance. 2012-09 Thesis http://eprints.utm.my/id/eprint/33753/ http://eprints.utm.my/id/eprint/33753/5/MaryamBidmeshgipourPFPPSM2012.pdf application/pdf en public http://dms.library.utm.my:8080/vital/access/manager/Repository/vital:69828?site_name=Restricted Repository phd doctoral Universiti Teknologi Malaysia, Faculty of Management and Human Resource Development Faculty of Management and Human Resource Development
institution	Universiti Teknologi Malaysia
collection	UTM Institutional Repository
language	English
topic	HD28 Management Industrial Management HF Commerce
spellingShingle	HD28 Management Industrial Management HF Commerce Bidmeshgipour, Maryam The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm
description	Implementing Strategic Human Resource Management (SHRM) is of equal importance as designing it because it reflects the functionality of SHRM practices. Until recently, there is no definite classification of SHRM practices specifically related to the competitiveness and innovativeness of firms. Thus, it is not evident which of these practices contribute more to the business performance. This thesis focuses on the classification of the SHRM practices namely, Instrumental and Administrative and an investigation on their relationships with the performance of a business. This classification would enable organizations to act proactively rather than being reactive in their decision-makings. The classification of competitiveness and innovativeness as two qualitative parameters to measure business performance can be used fundamentally for long term planning in comparison to quantitative (financial metrics) classifications that are being used in short term orientations. In a knowledge-based economy, the firms need to manage in the forms of established procedures, patents and resources that are considered valuable, rare, inimitable, and non- substitutable. Advanced human capital as a part of SHRM has these features and is significantly related to business performance. Therefore, the current study integrated the Resource-Based View (RBV) of the firms into the relationship of SHRM practices and business performance and investigates RBV as a mediator in this relationship.The study employs Pearson correlation to test the relationship between SHRM practices and business performance, bootstrapping as well as the Sobel test to test the mediation of RBV. The findings depict strong relationship between the investigated SHRM practices and business performance, as the coefficiency was 0.405 and above. In ranking the correlations, recruitment and selection with a coefficiency of 0.551 had the strongest relationship with competiveness and change agent role with a coefficiency of 0.619 had the strongest relationship with innovativeness. The results of mediation analysis showing the connection of SHRM practices to RBV (path a) and the mediator to business performance (Path b) based on Tzelgov and Stern, and Cogenr methods tested the RBV as suppressor. Based on the findings, RBV as a suppressor improved the relationship and predictive validity between SHRM practices and business performance.
format	Thesis
qualification_name	Doctor of Philosophy (PhD.)
qualification_level	Doctorate
author	Bidmeshgipour, Maryam
author_facet	Bidmeshgipour, Maryam
author_sort	Bidmeshgipour, Maryam
title	The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm
title_short	The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm
title_full	The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm
title_fullStr	The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm
title_full_unstemmed	The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm
title_sort	relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm
granting_institution	Universiti Teknologi Malaysia, Faculty of Management and Human Resource Development
granting_department	Faculty of Management and Human Resource Development
publishDate	2012
url	http://eprints.utm.my/id/eprint/33753/5/MaryamBidmeshgipourPFPPSM2012.pdf
_version_	1747816176698785792

The relationship of strategic human resource management practices and business performance considering the mediating role of resource based view of the firm

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