HRM systems architecture and firm performance: Evidence from SMEs in a developing country

Human Resource Management (HRM) effects on firm performance can be examined at the systems architecture (i.e., guiding principles or philosophy), the policy, or practices levels. This paper suggests that, at least for small and medium‐sized enterprises (SMEs) in developing countries, it is the guiding principles that affect a firm’s performance. Using a unique dataset of 44 SMEs in Tamil‐Nadu, India, this paper presents a regression analysis of the relationship between HRM philosophies and measures of firm performance. It is shown that the attitude of the firm’s owner(s) towards its employees is a major determinant of the firm’s profitability. The effect of HRM philosophy on productivity is smaller, albeit still highly significant.