Three essays on strategic human resource management /
Xiaoyu Huang.
xii, 124 leaves : illustrations ; 29 cm.
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contents note
Abstract -- Acknowledgments -- Table of contents -- List of tables -- List of figures -- Chapter 1: Do changes in high-performance work systems pay off? : a longitudinal investigation of dynamic fit -- Chapter 2: Industry and firm-level determinants of employment relations in China: a two-level analysis -- Chapter 3: The impact of human resource management differentiation on corporate strategic and financial performance.
dissertation note
Thesis (Ph.D.)--University of Toronto, 2016.
This thesis examines three key aspects of strategic human resource management (HRM). Chapter 1 uses an eight-year longitudinal survey to investigate how patterns of change in high-performance work systems (HPWS) relate to innovation and financial performance of organizations. Results suggest that long-run consistency with continuous incremental change in training and recruitment systems is positively related to organizations' innovation and financial performance. Conversely, short-run consistency with episodic change in compensation and employee involvement systems is positively associated with both measures of performance. Drawing on institutional theory and the contingency perspective of HRM, Chapter 2 uses hierarchical linear model to study how multilevel environmental and organizational factors - international competitive pressure, capital intensity, firm size, unionization and ownership - influence firms' use of short-term labor contracts, contract duration, training, and employee involvement programs. Using a survey of 313 manufacturing plants in China, this paper fins that approximately 5 to 7 percent of the total variance in the four HRM programs are explained by industry-level factor and provides empirical support for mimetic isomorphism. Chapter 3 focuses on HR differentiation which refers to the practice of managing individuals or groups of employees differently based on the value they deliver to an organization using individual-based, workforce-based or job-based approaches. This paper suggest that HR differentiation is a source of firm's competitive advantage. Findings support that the hypothesized causal chain linking HR differentiation, strategic performance of HR system, firm strategic performance and financial performance.
catalogue key
Includes bibliographical references (pages 112-116).

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