Relationship Between Manufacturing Strategy, Strategic Human Resource Management Practices Organizational Performance
This study examines the relationship between manufacturing strategy, strategic human resource management (SHRM) practices and organizational performance. This research attempts to investigate the significance of SHRM practices in a mediating role between manufacturing strategies such as cost, qua...
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| Main Author: | |
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| Format: | Thesis |
| Language: | English English |
| Published: |
2007
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| Subjects: | |
| Online Access: | http://psasir.upm.edu.my/id/eprint/6895/1/GSM_2007_6.pdf |
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| Summary: | This study examines the relationship between manufacturing strategy, strategic
human resource management (SHRM) practices and organizational performance.
This research attempts to investigate the significance of SHRM practices in a
mediating role between manufacturing strategies such as cost, quality, flexibility and
speed and organizational performance. The study also investigates the interaction
between SHRM practices and organizational context variables and its' effect on
organizational performance. The study employs multiple regression, structural
equation modeling (SEM) and path analysis to measure the relationship between
manufacturing strategy, SHRM practices and organizational performance in the first
sequence of the conceptual framework. The study utilizes two-way ANOVA to test
the effect of the interaction between SHRM practices and organizational context
variables such as country of origin, firm size, firm age and union, on organizational
performance. A total of one hundred and twenty-one (121) manufacturing firms in
the electrical and electronic sector in Malaysia have participated in this study. The analysis of the findings indicates significant relationship between SHRM practices
and organizational performance. The study also finds that quality and flexibility are
significantly related to SHRM practices. The result indicates that only cost strategy
significantly predicts organizational performance. The study has proven SHRM
practices as significant in a mediating role in the relationship between cost, quality
and speed and organizational performance. Finally, the result indicates that none of
the interaction between SHRM practices and organizational context variables such
as country of origin, firm size, firm age and union, have any significant effect on
organizational performance.
In conclusion, the study discovers that the implementation of SHRM practices is
important in order for firms to achieve their operational objective. The study also
finds that SHRM practices mediate the relationship between manufacturing
strategies such as cost, quality and speed and organizational performance and the
interaction between SHRM practices and organizational context variables have no
significant effect on organizational performance. |
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