HR Practices and Firm Performance: What Matters and Who Does It?

Richard Fabling and Arthur Grimes

No 07/2, Occasional Papers from Ministry of Economic Development, New Zealand

Abstract: We examine the impact of human resource practices on firm performance. The analysis uses data from an economy-wide survey to determine whether firms that adopt certain individual HR practices, or that adopt a suite of practices, perform better than their rivals. We find that adoption of a suite of high performance practices (and adoption of specific practices pertaining to staff training and performance pay) impacts positively on firm outcomes. The strength of the relationships differ by firm size and age, having their strongest impact on small and large firms; curiously they do not appear relevant for mid-sized firms. The nature of firms that adopt high performance practices varies strongly according to size, age and sector.

Keywords: HR practices; performance pay (search for similar items in EconPapers)
JEL-codes: D21 J24 J33 L20 (search for similar items in EconPapers)
Pages: 32 pages
Date: 2007-06
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
http://www.med.govt.nz/about-us/publications/publi ... /2007/07-02-pdf/view Full text (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ris:nzmedo:2007_002

Access Statistics for this paper

More papers in Occasional Papers from Ministry of Economic Development, New Zealand Contact information at EDIRC.
Bibliographic data for series maintained by Hilary Devine ( this e-mail address is bad, please contact ).