The Impact of Organizational Performance

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The Impact of Human Resource Management Practices on Perceptions of Organizational Performance Author(s): John T. Delaney and Mark A. Huselid Source: The Academy of Management Journal, Vol. 39, No. 4 (Aug., 1996), pp. 949-969 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/256718 . Accessed: 13/08/2013 00:20
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RESEARCH NOTES
? Academy of Management Journal 1996, Vol. 39, No. 4, 949-969.

THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE
JOHN T. DELANEY University of Iowa MARK A. HUSELID Rutgers University
In 590 for-profit and nonprofit firms from the National Organizations Survey, we found positive associations between human resource management (HRM) practices, such as training and staffing selectivity, and perceptual firm performance measures. Results also suggest methodological issues for consideration in examinations of the relationship between HRM systems and firm performance.

In recent years, U.S. companies have been urged to adopt a variety of performance-enhancing or progressive human resource…...

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