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Human Resource Practices and Organisational Performance: Can the HRM-Performance Linkage be Explained by the Cooperative Behaviours of Employees?

Author

Listed:
  • Mattijs Lambooij

    (National Institute for Publuc Health and the environment (RIVM))

  • Karin Sanders

    (Work and Organizational Psychology, University of Twente)

  • Ferry Koster

    (Amsterdam Institute for Advanced Labour Studies (AIAS))

  • Marieke Zwiers

    (University of Groningen)

Abstract

This paper addresses the question as to whether the linkage between HRM and organisational performance can be explained by the effect of the internal and strategic fit of HRM on the cooperative behaviours of employees. We expect that the more HRM practices are aligned within themselves (internal fit) and the more HRM is aligned with an organisation?s strategy (strategic fit), the better employees know what is expected of them, and the more they behave cooperatively towards their co-workers and towards their supervisor. Next, we hypothesised that the cooperative behaviours of employees are positively related to the financial and non-financial performance of the organisation. These hypotheses were tested using multilevel regression (N=723 employees; 10 organisations). We found that cooperation with co-workers is negatively related to turn over and positively related to sick leave. No support was found, however, for the hypothesis that a better internal and strategic fit leads to more cooperative behaviour on the part of employees. The implications of these findings for future research and for human resource management are discussed.

Suggested Citation

  • Mattijs Lambooij & Karin Sanders & Ferry Koster & Marieke Zwiers, 2006. "Human Resource Practices and Organisational Performance: Can the HRM-Performance Linkage be Explained by the Cooperative Behaviours of Employees?," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 17(3), pages 223-240.
    • Handle: RePEc:rai:mamere:1861-9908_mrev_2006_03_lambooij
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    Citations

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    Cited by:

    1. Liesbeth Adriaenssens & Peggy De Prins & Daniël Vloeberghs, 2006. "Work Experience, Work Stress and HRM at the University," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 17(3), pages 344-363.
    2. M. Mulej & Borut Milfelner & Amna Potočnik & Simona Šarotar Žižek, 2015. "Social Responsibility, Human Resource Management and Organizational Performance," Systems Research and Behavioral Science, Wiley Blackwell, vol. 32(2), pages 221-229, March.
    3. Panteha Farmanesh & Alla Mostepaniuk & Parisa Gharibi Khoshkar & Riham Alhamdan, 2023. "Fostering Employees’ Job Performance through Sustainable Human Resources Management and Trust in Leaders—A Mediation Analysis," Sustainability, MDPI, vol. 15(19), pages 1-16, September.
    4. Faiza Manzoor & Longbao Wei & Tamás Bányai & Mohammad Nurunnabi & Qazi Abdul Subhan, 2019. "An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator," Sustainability, MDPI, vol. 11(8), pages 1-19, April.
    5. Birhanu Daba Chali & Vilmos Lakatos, 2024. "The Impact of Human Resource Management on Financial Performance: A Systematic Review in Cooperative Enterprises," JRFM, MDPI, vol. 17(10), pages 1-13, September.

    More about this item

    Keywords

    Cooperative Behaviour; Organisational Performance; Internal Fit; Strategic Fit; Mutual-Investment Model;
    All these keywords.

    JEL classification:

    • F23 - International Economics - - International Factor Movements and International Business - - - Multinational Firms; International Business
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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