Performance-oriented human resource or HR practices increase
organization performance by increasing managerial affective dedication. There
are eight HR performance practices were categorized as either maintenance oriented
or performance oriented: employment security, selective hiring, reduction of
status distinctions, participation in decision making through teams, comparatively
high pay contingent on performance, performance appraisal, career planning and extensive
training. Performance oriented Human Resource practices are aimed at motivating,
developing, and effectively utilizing human resources, and six of the eight HR
practices were divided as such and are as follows: selective hiring, involvement
in decision making through teams, performance appraisal, and comparatively high
pay dependent on performance, career planning and extensive training. The
remaining two HR practices employment reduction of status and security were
categorized as maintenance-oriented, and this kind of HR practice is aimed at
establishing employee equality and security.
After this classification, the authors next investigated the
effect of performance-oriented and maintenance-oriented HR practices on organization
performance. In this study, indicators of firm performance were the firm vice
presidents’ and president rankings on the following dimensions: profit, net
sales growth, market share, net asset growth, after-tax return on net assets,
after-tax return on net sales, and labor productivity. Result indicates that
performance-oriented HR practices absolutely affected organization performance
whereas maintenance-oriented HR practices not.
Comments
Post a Comment