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Exploring the HRM-performance relationship: the role of creativity climate and strategy.

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Title: Exploring the HRM-performance relationship: the role of creativity climate and strategy.
Authors: Heffernan, Margaret1, Harney, Brian1, Cafferkey, Kenneth2, Dundon, Tony3
Source: Employee Relations. 2016, Vol. 38 Issue 3, p438-462. 25p.
Subject Terms: *Job performance, Personnel management, Organizational performance, Creative ability in business, Work environment
Abstract: Purpose – While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance. Design/methodology/approach – The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland. Findings – The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation. Practical implications – Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance. Originality/value – The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights. [ABSTRACT FROM AUTHOR]
Copyright of Employee Relations is the property of Emerald Publishing Limited and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Education Research Complete
FullText Text:
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PubType: Academic Journal
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  Data: Exploring the HRM-performance relationship: the role of creativity climate and strategy.
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  Data: <searchLink fieldCode="AR" term="%22Heffernan%2C+Margaret%22">Heffernan, Margaret</searchLink><relatesTo>1</relatesTo><br /><searchLink fieldCode="AR" term="%22Harney%2C+Brian%22">Harney, Brian</searchLink><relatesTo>1</relatesTo><br /><searchLink fieldCode="AR" term="%22Cafferkey%2C+Kenneth%22">Cafferkey, Kenneth</searchLink><relatesTo>2</relatesTo><br /><searchLink fieldCode="AR" term="%22Dundon%2C+Tony%22">Dundon, Tony</searchLink><relatesTo>3</relatesTo>
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  Data: <searchLink fieldCode="JN" term="%22Employee+Relations%22">Employee Relations</searchLink>. 2016, Vol. 38 Issue 3, p438-462. 25p.
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  Data: *<searchLink fieldCode="DE" term="%22Job+performance%22">Job performance</searchLink><br /><searchLink fieldCode="DE" term="%22Personnel+management%22">Personnel management</searchLink><br /><searchLink fieldCode="DE" term="%22Organizational+performance%22">Organizational performance</searchLink><br /><searchLink fieldCode="DE" term="%22Creative+ability+in+business%22">Creative ability in business</searchLink><br /><searchLink fieldCode="DE" term="%22Work+environment%22">Work environment</searchLink>
– Name: Abstract
  Label: Abstract
  Group: Ab
  Data: Purpose – While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance. Design/methodology/approach – The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland. Findings – The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation. Practical implications – Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance. Originality/value – The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights. [ABSTRACT FROM AUTHOR]
– Name: AbstractSuppliedCopyright
  Label:
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  Data: <i>Copyright of Employee Relations is the property of Emerald Publishing Limited and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
PLink https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=ehh&AN=113847622
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      – Type: doi
        Value: 10.1108/ER-06-2015-0110
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      – Code: eng
        Text: English
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        Type: general
      – SubjectFull: Personnel management
        Type: general
      – SubjectFull: Organizational performance
        Type: general
      – SubjectFull: Creative ability in business
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      – SubjectFull: Work environment
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              M: 05
              Text: 2016
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            – TitleFull: Employee Relations
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