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dc.contributor.authorRodwell, J.
dc.contributor.authorTeo, Stephen
dc.date.accessioned2017-01-30T11:06:49Z
dc.date.available2017-01-30T11:06:49Z
dc.date.created2014-10-08T03:10:43Z
dc.date.issued2008
dc.identifier.citationRodwell, 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.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/8445
dc.identifier.doi10.1080/09585190802323934
dc.description.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.

dc.publisherRoutledge
dc.subjectstrategic HRM
dc.subjectprivate and nonprofit
dc.subjectsurvey
dc.subjectperceived organizational performance
dc.subjectAustralia
dc.titleThe influence of strategic HRM and sector on perceived performance in health services organizations
dc.typeJournal Article
dcterms.source.volume19
dcterms.source.number10
dcterms.source.startPage1825
dcterms.source.endPage1841
dcterms.source.issn0958-5192
dcterms.source.titleInternational Journal of Human Resource Management
curtin.accessStatusFulltext not available


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