TY - JOUR
T1 - The Nature and Causes of Effective Human Resource Management
AU - Guest, David E.
AU - Peccei, Riccardo
PY - 1994/6/1
Y1 - 1994/6/1
N2 - Four models of the causes of effective human resource management were tested using a large sample of national health service (NHS) provider trusts and districts. The four models, labelled organizational integration, policy integration, functional integration and process integration, were operationalized and tested in a regression analysis against a range of qualitative and quantitative measures of HRM effectiveness. The results reveal little or no association between the qualitative and quantitative measures of effectiveness and show that the models are better at explaining qualitative effectiveness. The most strongly supported models are organizational integration, reflected particularly in the formalization by senior management of HRM policy, and process integration, reflected in the quality and efficiency of personnel service and support. There is little support for policy integration — the idea of a coherent policy focus — and none at all for functional integration, that is, the view that a personnel department generously staffed by professional specialists will enhance effectiveness. The theoretical and policy implications of these results are discussed.
AB - Four models of the causes of effective human resource management were tested using a large sample of national health service (NHS) provider trusts and districts. The four models, labelled organizational integration, policy integration, functional integration and process integration, were operationalized and tested in a regression analysis against a range of qualitative and quantitative measures of HRM effectiveness. The results reveal little or no association between the qualitative and quantitative measures of effectiveness and show that the models are better at explaining qualitative effectiveness. The most strongly supported models are organizational integration, reflected particularly in the formalization by senior management of HRM policy, and process integration, reflected in the quality and efficiency of personnel service and support. There is little support for policy integration — the idea of a coherent policy focus — and none at all for functional integration, that is, the view that a personnel department generously staffed by professional specialists will enhance effectiveness. The theoretical and policy implications of these results are discussed.
U2 - 10.1111/j.1467-8543.1994.tb01042.x
DO - 10.1111/j.1467-8543.1994.tb01042.x
M3 - Article
SN - 0007-1080
VL - 32
SP - 219
EP - 242
JO - British Journal of Industrial Relations
JF - British Journal of Industrial Relations
IS - 2
ER -
