Skip to content Skip to navigation
University of Warwick
  • Study
  • |
  • Research
  • |
  • Business
  • |
  • Alumni
  • |
  • News
  • |
  • About

University of Warwick
Publications service & WRAP

Highlight your research

  • WRAP
    • Home
    • Search WRAP
    • Browse by Warwick Author
    • Browse WRAP by Year
    • Browse WRAP by Subject
    • Browse WRAP by Department
    • Browse WRAP by Funder
    • Browse Theses by Department
  • Publications Service
    • Home
    • Search Publications Service
    • Browse by Warwick Author
    • Browse Publications service by Year
    • Browse Publications service by Subject
    • Browse Publications service by Department
    • Browse Publications service by Funder
  • Help & Advice
University of Warwick

The Library

  • Login
  • Admin

The impact of Human Resource practices on actual and perceived organisational performance in a Middle-Eastern emerging market

Tools
- Tools
+ Tools

Darwish, Tamar, Singh, Satwinder and Wood, Geoffrey (2016) The impact of Human Resource practices on actual and perceived organisational performance in a Middle-Eastern emerging market. Human Resource Management, 55 (2). pp. 261-281. doi:10.1002/hrm.21664 ISSN 0090-4848.

Research output not available from this repository.

Request-a-Copy directly from author or use local Library Get it For Me service.

Official URL: https://doi.org/10.1002/hrm.21664

Request Changes to record.

Abstract

This is a study centered on the impact of the specific set of HRM practices on organizational performance (OP) within an emerging-market setting. It seeks to explore which HR practices are most closely associated with better OP within the financial services industry in Jordan based on a survey of managers and the annual reports of the companies encompassed by the study. It was found that the only HR practice seen to consistently impact on OP was training; in other words, we did not encounter any recognizable “bundle” of HR practices that optimized OP across the sector. We argue that this reflects the weaker and more partially coupled nature of institutions in many emerging markets, which makes it difficult to generate the type of complementarities associated between regulation and practice in mature markets. It also reflects the limited transferability of perceived best practice models in the context of emerging-market settings. Although belied by objective firm performance data, many respondents believed that it was not only training but also the extensive usage of extrinsic incentives (pay and promotion) that would translate into superior results. This highlights the limitations of relying on managerial reported performance data in exploring the consequences of specific HR practices. © 2015 Wiley Periodicals, Inc.

Item Type: Journal Article
Divisions: Faculty of Social Sciences > Warwick Business School > Strategy & International Business
Faculty of Social Sciences > Warwick Business School
Journal or Publication Title: Human Resource Management
Publisher: John Wiley & Sons, Inc.
ISSN: 0090-4848
Official Date: March 2016
Dates:
DateEvent
March 2016Published
2 February 2015Available
Volume: 55
Number: 2
Page Range: pp. 261-281
DOI: 10.1002/hrm.21664
Status: Peer Reviewed
Publication Status: Published
Access rights to Published version: Restricted or Subscription Access

Request changes or add full text files to a record

Repository staff actions (login required)

View Item View Item
twitter

Email us: wrap@warwick.ac.uk
Contact Details
About Us