TY  - JOUR
T1  - Strategic Human Resource Management Practices and
Organisational Performance in Indian Manufacturing Companies
AU - Menachery, Thomas J. AU - Pandey, Chandrashekhar 
JO  - International Business Management
VL  - 12
IS  - 2
SP  - 117
EP  - 125
PY  - 2018
DA  - 2001/08/19
SN  - 1993-5250
DO  - ibm.2018.117.125
UR  - https://makhillpublications.co/view-article.php?doi=ibm.2018.117.125
KW  - Relationship
KW  -strategic HRM
KW  -performance
KW  -variables
KW  -positive effect
KW  -Chennai
AB  - The study examines the relationship between strategic HRM practices and organisational
performance in the Indian manufacturing sector adopting the best practices or universalistic approach. The
guiding assumptions of strategic HRM imply a universalistic approach. But studies done from the contingency
and configurational perspectives suggest that these assumptions may be unjustified. Furthermore, most
empirical studies have been conducted in a United States or United Kingdom context, leaving perhaps a
national bias. Therefore, in this study data from India are presented to test whether the basic strategic HRM
model holds. To explore the black box mediating between human resource management practices and
performance, it is hypothesized that HRM outcomes mediate the relationship between strategic HRM practices
and organisational performance. Data were collected through a questionnaire survey from a sample of
companies based in the city of Chennai, drawn from different sectors of the manufacturing sector. The strategic
HRM variables are found to have a positive effect on both HRM outcomes and organisational performance and
HRM outcomes partially mediate the relationship between strategic HRM practices and organisational
performance. Training and internal career opportunities are strategic HRM practices that affect both HRM
outcomes and organisational performance.
ER  -