Strategic HRM practices and their impact on company performance in Chinese enterprises
基于465家中国企业的调查数据，研究了战略人力资源管理实践（培训、参与、结果导向评估、内部晋升机会）对公司产品/服务绩效和财务绩效的影响，发现不同实践对两类绩效有不同贡献。
Abstract This study examined the factorial validity of strategic human resource management practices and their effects on company performance in a sample of 465 Chinese enterprises. Data were collected through two questionnaire surveys among general managers and HRM directors on product/service performance of their companies and a range of strategic HRM practices. Our findings indicate that a valid set of strategic HRM practices (training, participation, results‐oriented appraisals, and internal career opportunities) affect both product/service performance and financial performance. Employment security and job descriptions contribute uniquely to product/service performance, whereas profit sharing contributes uniquely to financial performance. © 2008 Wiley Periodicals, Inc.