Linking strategic HRM, performance management and organizational effectiveness: Perceptions of managers in Singapore

Pauline Stanton, Alan Nankervis

Research output: Contribution to journalArticlepeer-review

19 Citations (Scopus)

Abstract

Strategic human resource management (SHRM) theory is predicated on the assumption that effective human resource management (HRM) processes have the capacity to contribute significantly to organizational effectiveness, expressed in terms of productivity, flexibility, effectiveness, efficiency, return on investment, competitiveness, and ultimately, profitability. Earlier research studies have explored the overall value-adding potential of HRM processes as a whole. Few have focused on the links between strategic HRM, performance management systems and organizational effectiveness, and even fewer have examined these relationships in Southeast Asia. This paper addresses this gap in the literature by examining the perceptions of a split sample of senior managers in Singapore. It reveals an interesting gap between their rhetoric and the realities of their performance management systems, and suggests future research directions.

Original languageEnglish
Pages (from-to)67-84
Number of pages18
JournalAsia Pacific Business Review
Volume17
Issue number1
DOIs
Publication statusPublished - Jan 2011
Externally publishedYes

Keywords

  • Asian management
  • Organizational effectiveness (oe)
  • Performance management
  • Singapore
  • Strategic human resource management (shrm)

Fingerprint

Dive into the research topics of 'Linking strategic HRM, performance management and organizational effectiveness: Perceptions of managers in Singapore'. Together they form a unique fingerprint.

Cite this