hrm_paper_26Jun2020.pdf (1.72 MB)
0/0

Human resource management, complementarity and organisational performance

Download (1.72 MB)
conference contribution
posted on 29.06.2020 by Manhal Ali, Reza Salehnejad, Peter Kawalek
A feature of public sector organisations is the presence of substantial variations in productivity. What drives organisational productivity and its persistence? Using a rich panel
on NHS hospitals in England, we trace the variation in productivity back to differences in clusters of complementary management practices. We introduce the indeterminacy effect of management practices, provide systematic evidence on the non-linearity effect and the complementarity effect of the practices, and identify several practically significant clusters of management practices involving incentives, workplace flexibility, job training, team quality and job design. The complementary character of management practices explains why low performing organisations remain low performing over time

History

School

  • Business and Economics

Department

  • Business

Published in

BAM 2020 Conference Proceedings

Source

British Academy of Management Conference (BAM2020)

Publisher

British Academy of Management

Version

AM (Accepted Manuscript)

Acceptance date

26/06/2020

Location

Cloud (online)

Event dates

2nd September 2020 - 4th September 2020

Depositor

Prof Peter Kawalek (email: P.Kawalek@lboro.ac.uk | regno: 5029521). Deposit date: 26 June 2020

Exports