 The impact of HR political skill in the HRM and organisational performance relationshipCathy Sheehan, Helen De Cieri, Brian K Cooper and Robert Brooks Australian Journal of Management, 2016, vol. 41, issue 1, 161-181 Abstract: The first aim of this study was to test empirically the effect of HR political skill on the relationship between high involvement work practices and organisational performance. A second aim was to test empirically whether an HR executive can use their political skill advantageously within strategic decision-making processes in order to affect organizational performance. Survey responses from 180 HR executives in medium to large employers have been analysed and the results confirm that the political skill of the HR executive strengthens the positive relationship between high involvement work practices and perceived organisational performance, and also strengthens the positive effect of HR involvement in strategic decision-making on organisational performance. The research provides evidence that HR political skill is important both in reinforcing the impact of human resource management (HRM) and the opportunity for HR to be part of strategic decisions. Keywords: High involvement work practices; political skill; strategic HRM (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:41:y:2016:i:1:p:161-181 Access Statistics for this article More articles in Australian Journal of Management from Australian School of Business |
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