| dc.contributor.author |
Vlachos, I |
en |
| dc.date.accessioned |
2014-06-06T06:48:45Z |
|
| dc.date.available |
2014-06-06T06:48:45Z |
|
| dc.date.issued |
2008 |
en |
| dc.identifier.issn |
09585192 |
en |
| dc.identifier.uri |
http://dx.doi.org/10.1080/09585190701763933 |
en |
| dc.identifier.uri |
http://62.217.125.90/xmlui/handle/123456789/4253 |
|
| dc.subject |
Compensation policy |
en |
| dc.subject |
Food sector |
en |
| dc.subject |
Greece |
en |
| dc.subject |
Human resource practices |
en |
| dc.subject |
Organizational performance |
en |
| dc.subject |
Selective hiring |
en |
| dc.title |
The effect of human resource practices on organizational performance: Evidence from Greece |
en |
| heal.type |
journalArticle |
en |
| heal.identifier.primary |
10.1080/09585190701763933 |
en |
| heal.publicationDate |
2008 |
en |
| heal.abstract |
The present study addresses a central research question: how do human resource management practices contribute to organizational performance? We examined the following HR practices: (1) job security; (2) selective hiring; (3) self-managed teams and decentralization of decision making; (4) compensation policy; (5) extensive training; and (6) information sharing. We surveyed food managers in Greece and recorded their perceptions on HR practices and their relation to firm performance. Results provide overall support for all HR practices except of job security. Selective hiring was found to be a key practice that improved organizational performance. Compensation policy, information sharing, decentralization of decision making and extensive training were significant predictors for all performance variables. Directions for further research are provided. |
en |
| heal.journalName |
International Journal of Human Resource Management |
en |
| dc.identifier.issue |
1 |
en |
| dc.identifier.volume |
19 |
en |
| dc.identifier.doi |
10.1080/09585190701763933 |
en |
| dc.identifier.spage |
74 |
en |
| dc.identifier.epage |
97 |
en |