Open AccessHow does the human resource department’s client relationship management impact on organizational performance in China? Mediate effect of human capital
Author(s) -
Xiaoling Wang
Publication year - 2015
Publication title -
suid-afrikaanse tydskrif vir ekonomiese en bestuurswetenskappe/south african journal of economic and management sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.277
H-Index - 17
eISSN - 2222-3436
pISSN - 1015-8812
DOI - 10.4102/sajems.v18i3.686
Subject(s) - business , human capital , human resource management , empirical research , organizational performance , organizational behavior and human resources , human resources , knowledge management , strategic human resource planning , performance management , marketing , organizational culture , management , strategic planning , economics , philosophy , epistemology , computer science , economic growth
HR department’s client relationship management (HRDCRM) is an area of growing research interest in the field of strategic human resource management practices.The human resource (HR) department’s client relationship management (HRDCRM) is an area of growing research interest in the field of strategic human resource management practices. By introducing human capital as a mediating variable, with one questionnaire sent per enterprise to chief executive officers (CEOs), middle and line managers, and line staff in 260 Chinese enterprises, empirical research on the effects of HRDCRM on organisational performance was conducted. Empirical results indicate that controlling by enterprise ownership and life cycle stage, human capital either completely or partially mediates the effects of HRDCRM’s factors on the two parts of organisational performance (new-product performance and business financial performance). The findings show that the combination of HRDCRM as optimal HR management practices and human capital as organisational strategic assets will further improve organisational performance