Human Resource Management and Firm Performance: Testing a Contingency Model of Executive Controls
研究了高管使用的人力资源管理控制方式与企业财务绩效（资产回报率和销售增长）的关系，发现行为控制在因果关系明确时提升绩效，投入控制在标准模糊时提升绩效，而产出控制无显著影响。
This study examined the relationship between human resource management (HRM) controls used by executives and changes in the financial performance of their firms (ROA and sales growth). Results from 102 single product firms indicate that, as hypothesized, when the approach to HRM was based on behavior control, firm performance was higher when executives had complete knowledge of cause-effect relations. HRM based on output control had neither a direct nor a moderating effect on firm performance. When the approach to HRM was based on input control, performance was higher when standards of desirability were ambiguous. From a practical standpoint, these findings suggest that executives should be cognizant of several contingencies that might guide their choice among various approaches to HRM, as well as the effects these choices have on the performance of their firms. From a research standpoint, there are several issues raised in this study that suggest avenues for future investigation on HRM, control, and performance.