Business strategy and performance: the role of human resource management control

Purpose – To illuminate how the alignment of HRM control and business strategy affects firm performance. Design/methodology/approach – Empirical data are collected from computer and peripheral equipment industries via questionnaire. The measures include business strategy, HRM control, and performance. The major analytical technique used in this study is moderated hierarchical regression analysis. Findings – The value of any approach to HRM control can be augmented or diminished by simultaneously matching the HRM to the type of business strategy adopted by firms. Research limitations/implications – It is unknown how the selection of industries and geographical areas would affect this study's findings. Practical implications – Firms should use an appropriate combination of HRM control systems aligned with their strategic goals in order to improve business performance. Originality/value – This paper identifies the match between HRM control and business strategy and offers practical help to a firm when they are used in combination effectively.