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The impact of human resource management practices on manufacturing performance
Author(s) -
Jayaram Jayanth,
Droge Cornelia,
Vickery Shawnee K
Publication year - 1999
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/s0272-6963(99)00013-3
Subject(s) - human resource management , flexibility (engineering) , business , knowledge management , competitive advantage , human resources , human resource management system , quality (philosophy) , process management , operations management , computer science , marketing , management , engineering , economics , philosophy , epistemology
A human resource management (HRM) analysis framework is proposed and tested using data from first tier suppliers to the Big 3 in North America. Relationships among underlying dimensions of human resource management practices and manufacturing performance are examined. The study found support for the proposed framework, suggesting that human resource management practices can be grouped into five distinct factors, four of which are associated with specific manufacturing competitive dimensions (quality, flexibility, cost and time). The remaining HRM factor is generic. The four priority‐specific HRM factors are strongly related to their respective manufacturing performance dimensions.