A bridge over troubled water: Replication,integration and extension of the relationship between HRM practices and organizational performance using moderating meta-analysis |
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| Affiliation: | 1. LeBow College of Business, Drexel University, USA;2. University of Haifa, Israel;3. Southampton Business School, University of Southampton, UK;1. Department of Counseling, Educational Psychology and Research, Ball Hall 307C, The University of Memphis, Memphis, TN 38152, United States;2. Department of Psychology, University of Nebraska at Omaha, 6001 Dodge Street, Omaha, NE, United States;3. Department of Psychology, Illinois Institute of Technology, 3105 S. Dearborn St., Life Sciences #252, Chicago, IL 60616, United States;1. Department of Psychology, College of Behavioral, Social and Health Sciences, Clemson University, 418 Brackett Hall, Clemson, SC 29634-1355, United States;2. Department of Psychology, Occidental College, Swan Hall, 1600 Campus Road, Los Angeles, CA 90041, United States;1. University of North Texas, 1155 Union Circle #305429, Denton, TX 76203–5017, United States;2. Rutgers University, 94 Rockafeller Road, Suite 216, Livingstone Campus, Piscataway, NJ 08854, United States;1. Department of Management, Mays Business School, Texas A&M University, College Station, TX, 77843-4113, United States;2. Department of Human Resource Management, Fox School of Business, Temple University, 1801 Liacouras Walk, Philadelphia, PA 19122-6083, United States;3. Mays Business School, Texas A&M University, 401R Wehner Building, MS 4221, College Station, TX 77843-4221, United States;4. Department of Management, Northern Illinois University, 245R Barsema Hall, DeKalb, IL 60115, United States;1. Florida Atlantic University, Boca Raton, FL, United States;2. Saint Louis University, Saint Louis, MO, United States |
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| Abstract: | ![]()
Meta-analyses on the relationship between human resource management (HRM) practices, as an aggregate and individually, and organizational performance has yielded mixed results, further fueling the theoretical debate among HRM scholars. To resolve this tension, we conduct a moderating meta-analysis of 89 primary studies to replicate, integrate and extend prior work. Comparing the variance explained by differences in HRM practices versus those explained by contextual and empirical factors indicates that context and research design have a strong influence on the relationship between HRM practices and performance. Despite the voluminous research on this issue, the differences in the relationships of various HRM practices explains only 4% of the variance in performance, whereas, societal context, industry sector and firm size explain 33%, 12% and 8%, respectively. Empirical contingencies including four categories of performance outcomes and four types of participants explain 13% and 9% of the variance in the results, respectively. Thus, our findings provide strong support for the contingency theory. The theoretical and empirical implications for future research in the area are discussed. |
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