Models explaining the relationship between human resources management and organisational performance

Abstract EN

Significant research attention has been devoted to examining the relationship between human resource management (HRM) practices and various measures of organisational performance.

However, it is not clear why this association exists.

Since HR are the most valuable resource, organisations pay attention to develop their competencies by implementing a variety of practices and procedures in order to raise their performance, thus increase productivity and profits.

The question is does an improvement in Human Resources Management practices affect employee's performance? This paper contributes to the management literature by answering this question with enriched sources of information about the relationship between employee's management practices and their performance.

This study concludes that even if the relationship does exist, but it is often weak and the results are ambiguous.