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Linking individual performance to business strategy: The people process model
Author(s) -
Gratton Lynda,
HopeHailey Veronica,
Stiles Philip,
Truss Catherine
Publication year - 1999
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(199921)38:1<17::aid-hrm3>3.0.co;2-a
Subject(s) - human resources , business , process management , process (computing) , key (lock) , human resource management , knowledge management , management , resource (disambiguation) , marketing , computer science , economics , operating system , computer network , computer security
During the last five years, a team of researchers has worked with the senior human resource (HR) teams of seven large companies with United Kingdom operations. This research initiative has focused on a number of aims, one of which has been to understand and model how business strategies are translated through human resource strategies and people processes into individual and organizational performance. This article summarizes the key findings, provides a map of how this translation takes place in these companies, and discusses why some people processes are more strongly linked to business strategy. © 1999 John Wiley & Sons, Inc.