Emerald Management Review:
The impact of human resource and operational management practices on company productivity: a longitudinal study

Abstract:

Purpose - Assesses the affect of seven managerial practices on manufacturing performance.

Design/methodology/approach - Puts forward how strategic human resource management (SHRM) practices have emphasised psychology-based practices, such as empowerment, training and teamwork; outlines how other practices (lean production and integrated manufacturing) have emphasised operational issues. Evaluates the individual and collective impact on manufacturing performance of seven managerial practices (empowerment, training, teamwork, total quality management, just in time, advanced manufacturing technology, and supply-chain partnering). Undertakes to determine, among other things, the effect on performance of the introduction of each of the HR or operational practices separately. Presents a number of hypotheses; tests these on UK manufacturing companies performance data for the last 22 years.

Findings - Reports how two of the operational manufacturing management practices (empowerment and extensive training) led to improved company performance, but that this was not true for teamwork. Reveals how none of the four operational practices resulted in a significant improvement.

Research limitations/implications - Self-report data; focuses on the use of practices rather than their effective use.

Originality/value - Presents a longitudinal study design with multiple measure of performance.

Keywords:

Article Type:

Research paper

Reference:

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