The impact of an innovative human resource function on firm performance: the moderating role of financing strategy

The current study examined the impact of the human resource function and financing strategy on the financial performance of 104 UK manufacturing firms. Hypotheses are drawn from a resource-based perspective on human resource management and a financial theory perspective on capital structure. Results show that an innovative HR function is significantly related to economic performance. However, the relationship between an innovative HR function and economic performance was moderated by the firm¿s financing strategy. Firms obtained higher returns from an innovative HR function when pursuing a low leveraging (debt) financing strategy, a finding consistent with modern finance theory notions that firmspecific strategic assets provide greatest value when financed primarily through equity as opposed to debt

The Impact of an Innovative Human Resource Function on Firm Performance: the Moderating Role of Financing Strategy

The current study examined the impact of the human resource function and financing strategyon the financial performance of 104 UK manufacturing firms. Hypotheses are drawn from aresource-based perspective on human resource management and a financial theoryperspective on capital structure. Results show that an innovative HR function is significantlyrelated to economic performance. However, the relationship between an innovative HRfunction and economic performance was moderated by the firm¿s financing strategy. Firmsobtained higher returns from an innovative HR function when pursuing a low leveraging(debt) financing strategy, a finding consistent with modern finance theory notions that firmspecificstrategic assets provide greatest value when financed primarily through equity asopposed to debt.human resource function, manufacturing, firm performance, asset characteristics

Perceived organisational support and organisational citizenship the moderating effect of goal internalisation

This study investigated different motivational sources for organisational citizenship behaviour (OCB), examining both the direct and moderating effects of perceived organisational support (POS) and goal orientation. Participants were 303 employees from 12 Australian for-profit organisations. The study finds that goal orientation moderates the relationship between POS and OCB such that the positive relationship between POS and organisationally directed citizenship behaviour is lessened when employees are motivated by high internal goal orientation. Implications of these findings for promoting employee citizenship are discussed

Influencing employee innovation through structural empowerment initiatives: the need to 'feel' empowered

This study examines the relationship between various structural empowerment initiatives, psychological empowerment, and employee innovation. Structural empowerment initiatives---defined here as progressive human resource management practices that include participative decision making, information sharing, recognition and reward, training and development, and non-excessive workload---were hypothesised to impact the innovation process indirectly through psychological empowerment. A questionnaire survey among 756 employees from an Australian manufacturing firm provides some support for the proposed indirect linkage. Overall, findings suggest it is not sufficient to simply provide empowering conditions in the workplace (e.g., structural empowerment initiatives like progressive HRM practices). Instead, employees must psychologically interpret and react to these conditions via felt empowerment. Theoretical and practical implications of these findings are discussed