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Strategy, core competence, and HR involvement as determinants of HR effectiveness and refinery performance
Author(s) -
Wright Patrick M.,
McMahan Gary C.,
McCormick Blaine,
Sherman W. Scott
Publication year - 1998
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199821)37:1<17::aid-hrm3>3.0.co;2-y
Subject(s) - oil refinery , refinery , competence (human resources) , business , core competency , operations management , marketing , management , engineering , economics , waste management
This study examines the impact of strategy, core competence, and involvement of HR executives in strategic decision making on the refinery managers' evaluation of the effectiveness of HR and on refinery performance among 86 U.S. petrochemical refineries. Survey results indicated that higher involvement of HR in organizational strategy was strongly related to perceptions of HR effectiveness, and that the relationship was strongest to the extent that refineries pursued a product innovation strategy and viewed skilled employees as their core competence. HR involvement was unrelated to refinery performance but was actually negatively related when refineries emphasized efficient production as their core competence. © 1998 John Wiley & Sons, Inc.