The Relationship between HRM Policy & Implementation and Organization Performance:A New Discovery of Antagonistic Interactive Effect

Huang Bo, Jiang Xinhui, Gu Jianghong

Foreign Economics & Management Vol. 38, Issue 05, pp. 58 - 68 (2016)  DOI:10.16538/j.cnki.fem.2016.05.005

Abstract

As for this basic issue about the relationship between HRM and organization performance, there has been a divergence of current research conclusions. Recent research begins to focus more on HRM implementation and discuss the relationship between HRM and organization performance from a process perspective. To explore the differentiation of the effect of HRM policy and implementation on organization performance and potential interaction, this paper surveys MBA students from 184 different firms and analyzes 231 usable questionnaires' data. The results show that HRM policy is distinguished from HRM implementation and they have relatively independent effects on organization performance. Particularly, it finds that HRM implementation has an antagonistic moderating effect on the relationship between HRM policy and organization performance, thereby completely implying that the role of HRM policy in organization performance is largely constrained by the degree of HRM implementation. More research is needed to penetrate HRM implementation in Chinese management context.

Keywords

HRM policy; HRM implementation; organization performance; antagonistic moderation