Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry: the same issues predict performance for both types of organization.
This article examines the adoption of strategicHuman Resource Management (HRM) byfor-profit and non-profit knowledge-intensivehealth services (HS) organizations in theAustralian context. Survey data collectedfrom senior executives are used to test therelationships between a strategic HRM modeland firm performance. Path analysis foundthat for HS firms, irrespective of whether forprofitor non-profit, adopting strategic HRMcould increase organizational performance.Strategic HRM could be achieved through thecultivation of an external orientation tocustomers' demands and a commitment toemployees. Building an external orientationwith internal structural dimensions such ascommitment to employees, allows HS organizationsto develop a strategic HRM approachwith human capital-enhancing HRMpractices. Public and non-profit organizationsin the HS industry facing or undergoinghealth sector reform need to be av are ofboth of these orientations in order to adoptstrategic HRM and improve their performance.
|Year of publication:||
|Authors:||Teo, S. T ; Rodwell, J. J|
|Type of publication:||Other|
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