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    The influence of strategic HRM and sector on perceived performance in health services organizations

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    Authors
    Rodwell, J.
    Teo, Stephen
    Date
    2008
    Type
    Journal Article
    
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    Citation
    Rodwell, J. and Teo, S. 2008. The influence of strategic HRM and sector on perceived performance in health services organizations. International Journal of Human Resource Management. 19 (10): pp. 1825-1841.
    Source Title
    International Journal of Human Resource Management
    DOI
    10.1080/09585190802323934
    ISSN
    0958-5192
    URI
    http://hdl.handle.net/20.500.11937/8445
    Collection
    • Curtin Research Publications
    Abstract

    In this study, we examine a variety of management characteristics of for-profit and not-for-profit organizations in the health services (HS) industry. Data collected from Australian senior executives are used to test the relationships between managerial constructs such as employee commitment, customer demandingness, strategic HRM orientation and the adoption of human capital-enhancing human resource (HR) practices and perceived overall performance. Data analysis conducted using the Partial Least Square Modeling show a statistically significant path from commitment to employees, customer demandingness and strategic HRM orientation to the adoption of human capital-enhancing HR practices (such as selective staffing, comprehensive training, and performance appraisal) to perceived organizational performance. The results also show that private sector health service organizations have a higher level of perceived performance.

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