High-involvement practices and performance of French firms

Sylvie Guerrero and Valérie Barraud-Didier ()
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Sylvie Guerrero: UQAM - Université du Québec à Montréal = University of Québec in Montréal
Valérie Barraud-Didier: AGIR - AGroécologie, Innovations, teRritoires - Toulouse INP - Institut National Polytechnique (Toulouse) - UT - Université de Toulouse - INP - PURPAN - Ecole d'Ingénieurs de Purpan - Toulouse INP - Institut National Polytechnique (Toulouse) - UT - Université de Toulouse - INRAE - Institut National de Recherche pour l’Agriculture, l’Alimentation et l’Environnement

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Abstract: This article deals with the relationship between human resource practices (HRPs) and firm performances in France. It focuses on four specific HRPs that are able to involve employees: empowerment, compensation, communication and training. Each HRP taken in isolation is supposed to be positively related to performances because it is a source of motivation and commitment for employees. But there also exists a synergy between these practices: when they are combined into a bundle and are implemented all together, they should lead to better firm performances. A survey carried out among 180 human resource managers of large French companies leads to validation of most of our hypotheses. Contrary to previous research, we do not find a significant link between compensation and firm performance. The other HRPs are all indirectly related to financial performances, with social performance playing a mediating role. When they are combined into a bundle, HRPs have a stronger impact on performance than when they are studied individually. The article concludes with the importance of developing a strategic human resource policy and of implementing coherent and complementary high-involvement practices to increase firm performance.

Keywords: High involvement; Performance; HR practices; Bundle (search for similar items in EconPapers)
Date: 2007-02-17
Note: View the original document on HAL open archive server: https://hal.science/hal-02648336v1
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Published in International Journal of Human Resource Management, 2007, 15 (8), pp.1408-1423. ⟨10.1080/0958519042000258002⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02648336

DOI: 10.1080/0958519042000258002

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