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Human Resource Management and Performance in UK Call Centres
Author(s) -
Wood Stephen,
Holman David,
Stride Christopher
Publication year - 2006
Publication title -
british journal of industrial relations
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.665
H-Index - 70
eISSN - 1467-8543
pISSN - 0007-1080
DOI - 10.1111/j.1467-8543.2006.00489.x
Subject(s) - strategic human resource planning , human resource management system , human resource management , business , knowledge management , work (physics) , sample (material) , organizational behavior and human resources , resource management (computing) , process management , human resources , resource (disambiguation) , resource allocation , organizational performance , key (lock) , operations management , computer science , management , economics , engineering , computer security , mechanical engineering , computer network , chemistry , chromatography
Using data from a sample of 145 UK call centres, the authors test the core propositions of the strategic human resource management (SHRM) approach that: (a) there are coherent links through the SHRM chain from strategy, through operational requirements, to work design and human resource management, and (b) the fit between the human resource practices and market factors determines organizational performance. Little support for these hypotheses is found as only (a) a few direct relationships between the elements of the SHRM chain are found, and (b) direct relationships, rather than those moderated by market factors, are found between human resource practices and performance. But key operational requirements are linked to work design, which is itself related to a limited number of human resource practices. The direct effects of work design on key performance indicators are more pronounced than those of human resource practices.