Der Beitrag des Personalmanagements zum Unternehmenserfolg. Eine Metaanalyse nach 20 Jahren Erfolgsfaktorenforschung

Die Metaanalyse beruht auf 61 Primärstudien, die zwischen 1985 und 2003 in internationalen Zeitschriften veröffentlicht wurden und den statistischen Zusammenhang zwischen Personalmanagementmaßnahmen und dem Unternehmenserfolg untersucht haben. Die Analyse ergibt einen positiven Gesamteffekt, der aber nur für Teilgruppen signifikant ist. Aufgeschlüsselt nach Personalfunktionen sind vor allem die Effekte für den Weiterbildungsaufwand, für den Anteil variabler Vergütung und den Rekrutierungsaufwand signifikant - die beiden ersteren allerdings mit abnehmender Signifikanz im Zeitverlauf. Darüber hinaus zeichnen sich auch für die Förderung der Work Life Balance und eine Personalpolitik, die auf die Förderung des individuellen Commitment abzielt, signifikante Effekte ab. Das Ergebnis lässt sich durch ein Zusammenspiel von "First Mover"- und Institutionalisierungseffekten erklären. Die Analyse zeigt auch, dass die Ergebnisse von Erfolgsfaktorenstudien stark durch die Wahl der Erfolgsvariable, jedoch weniger durch Moderatorvariablen, wie die Unternehmensgröße oder das Untersuchungsland beeinflusst werden. Für die weitere Personalerfolgsfaktorenforschung ergibt sich die Notwendigkeit einer weitergehenden Standardisierung in der Operationalisierung der Untersuchungsvariablen.This article presents the results of a meta-analysis based on 61 studies investigating the link between human resource management practices and organisational performance which were published between 1985 and 2003 in international peer-reviewed journals. Although the analysis shows an overall positive effect, it is significant for specific HR practices only. Looking more closely at specific human resource management practices, the effect is particularly significant for efforts in recruitment and selection, investments in training and variable pay. For the last two HR practices, the effects are significant for subgroups only and become weaker during the last decade. Significant effects can be expected for the promotion of the work-life-balance, and for a human resource policy encouraging individual commitment. These effects are, however, uncertain due to the small number of studies. The main results can be explained by "firstmover"- and institutionalising effects. The meta-analysis also shows that the results of performance factor studies are strongly influenced by the choice of the performance variable, and less impacted by control variables (organisational size, country). In future research into human resource performance factors it will be necessary to standardise the operationalisation of the variables under examination

Untangling the effects of overexploration and overexploitation on organizational performance: The moderating role of environmental dynamism

Because a firm's optimal knowledge search behavior is determined by unique firm and industry conditions, organizational performance should be contingent oil the degree to which a firm's actual level of knowledge search deviates from the optimal level. It is thus hypothesized that deviation from the optimal search, in the form of either overexploitation or overexploration, is detrimental to organizational performance. Furthermore, the negative effect of search deviation oil organizational performance varies with environmental dynamism: that is, overexploitation is expected to become more harmful. whereas overexploration becomes less so with all increase in environmental dynamism. The empirical analyses yield results consistent with these arguments. Implications for research and practice are correspondingly discussed

Perceived environmental uncertainty; PEU; REF 2014

NoAn important contribution to the literature on perceived environmental uncertainty (PEU) is Milliken’s distinction between state uncertainty, effect uncertainty, and response uncertainty. However, despite its appealing logic in capturing the types of uncertainty managers may experience as they seek to understand and respond to changes in an organization’s environment, there has been no full and rigorous psychometric development and testing of scales to measure the three constructs. Using a two-phase empirical study, this research seeks to develop and test such scales in terms of dimensionality, reliability, and validity (including nomological validity). The results suggest that managers do make a meaningful distinction between different types of uncertainty, that it is worthwhile measuring all three constructs (as they have differential impacts on outcome variables), and that there are linkages between them. Managerial contributions and implications for future research are also discussed