European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)

www.iiste.org

Impact of SHRM Practices on Organizational Performance: An application of Universalistic approach

Junaid Khalid (Corresponding author) MS Scholar, Department of Management Sciences The Islamia University of Bahawalpur, Pakistan junaidkhalid@gmail.com Dr. Abdul Latif Professor, Department of Management Sciences The Islamia University of Bahawalpur, Pakistan drabdullatif@hotmail.com Syed Usman Ali Gillani Lecturer, Department of Management Sciences The Islamia University of Bahawalpur, Pakistan syedusmanaligillani@gmail.com

Abstract: The purpose of this study is to examine the relationship of Strategic Human Resource Management (SHRM) practices with organizational performance. The data for this study were collected through verified structured questionnaire from sample of 120 banks of Bahawalpur district (Pakistan). Target respondents were branch managers because of their expert opinion. Data were analyzed by using software SPSS-19 version by implementing the statistical techniques, correlation and regression. In general, results of this study showed that four out of seven SHRM practices were positively related to organizational performance. Organizations exhibited higher organizational performance, which trained their employees extensively, provided them employment security, gave them open mechanism for participation, and finally based the employee appraisal criteria on outcomes. HR managers, practitioners and firms could benefit immensely if focused on these variables to enhance their organizations performance. Key words- Strategic Human Resource Management (SHRM), Human Resource Management (HRM), Universalistic Approach, Organizational Performance 1. Introduction In this age of vulnerable environment of globalization, intense competition towards innovative products, and suppliers bargaining power transformed to buyers bargaining power, pose major challenges for the organizations. In order to cope with all such challenges, firms have to give profound consideration to their performance and to maintaining sustainable competitive advantage. Recent studies show that SHRM has a positive impact on

60

European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)

www.iiste.org

performance and it can be used as a sustainable competitive advantage because it creates such strategic asset that is invisible and difficult to imitate (Wan-Jing and Tung, 2005). In recent years, the major key area in HR literature is the implication of universalistic approach. According to universalistic approach, there is a certain set of SHRM practices that are equally beneficial for every organization (Bamberger and Meshoulam 2000; Delery and Doty,1996). The present study is an important contribution to the existing SHRM (universalistic) literature. Firstly, this study contributes in the shape of identification of universal best SHRM practices, which is the bone of contention in the universalistic literature. Secondly, this study explores the difference in the relationship of SHRM practices with performance between the developed and developing countries. The SHRM practices that are presented by Delery and Doty (1996) and used by Syed et al., (2008) are included in this study. The purpose of this study is to examine the relationship between SHRM practices and organizational performance. 2. Literature review Classical sources of competitive advantage have become obsolete, because they are really easy to duplicate (WanJing and Tung, 2005). According to resource-based view, firms must have to work to develop such a competitive advantage that is difficult to imitate (Barney, 1986). Recent literature on HRM shows that firms can achieve competitive advantage through their Human Resource and when HR is used as a strategic asset and implanted in operational system in a value added manner that adds beauty to the whole operational system and creates an invisible competitive advantage (Wan-Jing and Tung, 2005). Schuler, Dolan, and Jackson, (2001) describe evolution of SHRM from personnel management to traditional HRM and then from traditional HRM to SHRM. Furthermore, SHRM practices are more likely to create a more powerful competitive advantage. That is why these strategies are more focused towards strategic business orientation. Literature on SHRM shows that primarily there are three school of thoughts related to implementation of SHRM practices: Universalistic approach

This is the simplest approach, which operates with a basic assumption that there is a linear relationship between variables and that can be extendable to entire population (Delery and Doty, 1996). Contingency approach

Many researchers contend that contingency approach is more complex than universalistic approach because contingency approach is more inclined towards interactions rather than simple linear relationship (Schoonhoven, 1981; Van, A, and Drazin, 1985; Venkatraman, 1989). Configurational approach

This is the most complex one because this approach is concerned about the synergetic effect of a certain SHRM practice (Doty, Glick, and Huber, 1994). Although there is more theoretical significance of contingency and configurational approach, but both of these approaches lack statistical significance, while on the other hand, universalistic approach has more empirical significance (Syed et al., 2008). This study examines the implications of universalistic approach. We are using seven best practices of HRM that are described by Delery and Doty (1996) and further implemented by Syed et al., (2008), which are discussed below. 2.1 Internal career opportunities Internal career opportunities refer to the tendency whether to hire employees mostly from within the organization or from the outside. According to Delery and Doty (1996), organizations give importance to internal hiring as

61

European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)

www.iiste.org

compared to external. Pfeffe (1994) describes it as a give and take process in which managers promote their employees primarily from within the organization and show trust on them and in return expect greater performance. The relationship between internal career opportunities and organizational performance is empirically supported by Blackwell, Brickley, and Weisbach (1994) and Shay (2006), who found a positive correlation between these variables. While, on the other hand, Gaertner and Nollen (1989) relate the promotion rate with psychological commitment. Furthermore, Ngo and Tsang, (1998) provide support to Gaertner and Nollens argument in their study of 778 business executives in Hong Kong ,who found a positive impact on commitment. 2.2 Training Training refers to the quantity of official training given to employees. Organizations may choose either to provide extensive official training or to rely on attaining expertise through selection. Literature on universalistic approach shows that training has the most significant effect on organizations performance (Pfeffer, 1998, Pfeffer and Veiga 1999, Harel and Tzafrirs, 1999, Syed et al., 2008, Shay, 2006). Several researchers are of the view that training is a universal best practice (Arthur, 1992, Delaney and Huselid, 1996, Huselid and Becker, 1996, Youndt, Snell, Dean, and Lepak, 1996). In a study of Chinese firms, Syed et al. (2008) found training as the most influencing SHRM practice that accounted for 12.17% variance in organizational performance. Hatch and Dyer, (2004) found that extensive training caused fewer defects in products in their study of 25 semiconductor manufacturing firms. Huang (2001a, b) studied 568 Taiwans companies and found a significant direct relationship among training and product and service quality. The findings of the study of managerial attitude toward HRM by Jennings, Cyr, and Moore, (1995) also found training and development to be the most significant SHRM practice, thereby supported the earlier studies. 2.3 Employee participation Several researchers believe that employees participation is directly associated with organizations performance (Arthur, 1992, Batt; Pfeffe, 1994; Colvin, and Keefe, 2002; Hodson, 2002; Kato and Morishima, 2002; Shay, 2006). Batt, Colvin, and Keefe, (2002) found an indirect relationship between employee participation in decision making and employee turnover rate. While Hodson, (2002) found another dimension and showed that workplace conflicts could be reduced through employee participation. 2.4 Result-oriented appraisals According to Delery and Doty (1996), primarily appraisals are based on two types: results based and behavior based. Behavior-based appraisals focus on the specific behaviors that best match the job while result-oriented appraisals focus purely on the results of those behaviors. In a result-oriented appraisal system, certain incentives are given to employees on completion of their performance objectives (Pfeffer, 1998). Delery and Doty, (1996) found a significant positive relationship between result-oriented appraisal and organizational performance. Furthermore, the study by Syed et al., (2008) also showed similar results. 2.5 Profit sharing Profit sharing refers to the integration of pay with organizational performance. Delery and Doty, (1996) found a positive significant relationship of profit sharing with performance. In a study of Chinese firms Syed et al., (2008) investigated the impact of profit sharing on twofold performance measures and found a unique relation in which profit sharing had a positive significant relation with only financial measures of organizational performance and not significant relation with other dimensions of performance ( product/service quality).

62

European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
2.6 Employment security

www.iiste.org

The importance of employment security is emphasized by Pfeffer, (1998) who holds that it is unrealistic on the part of the organizations to expect hard work, devotion and commitment from their employees in the absence of employment security. Syed et al., (2008) found a positive significant relationship between employment security and organizational performance. Furthermore, Pfeffer, (1998) describes that the importance of employment security according to firms point of view is twofold: cost; and competition. If organization does not provide its employees with job security then they obviously switch towards better opportunities and thus increasing cost (training, selection etc) and competition.

2.7 Job description The degree to which job duties are well defined is very important. Delery and Doty, (1996) find a moderate correlation between job description and a firms performance. Furthermore, the study by Syed et al., (2008) shows that 8.30% variance in organizational performance is observed due to job description. 3. Conceptual Model and Hypotheses

Universalistic approach
1. Internal career
opportunities 2. 3. Training Employee participation

Organization Performance

4. Result-oriented appraisals

Seven variables are used to measure organizational performance as depicted in the conceptual model. Research model was adopted from the studies by Delery and Doty, (1996) and Syed et al (2008). Hypotheses: H1: Training and organizational performance are positively related to each other. H2: Participation and organizational performance are positively related to each other. H3: Employment security and organizational performance are positively related to each other. H4: Job description and organizational performance are positively related to each other. H5: Profit sharing and organizational performance are positively related to each other. H6: Result-oriented appraisals and organizational performance are positively related to each other. H7: Internal career opportunities and organizational performance are positively related to each other.

63

European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 4. Methodology
4.1 Sample size and sampling technique

www.iiste.org

This study concentrates on banking industry in order to control the issues of heterogeneity. The sampling frame of this study was obtained from the database of State Bank of Pakistan, which showed that there were 400 branches in Bahawalpur district (Pakistan). Sample size was selected on the basis of the criteria presented by James, Joe, and Chadwick (2001) for a known population. In this study, the population is known as described above that there are 400 branches in Bahawalpur district and according to the criteria of James, Joe, and Chadwick (2001), minimum sample size for this population is 92. However, owing to the consideration of usable response in this study, sample of 120 banks was taken out of which 100 usable questionnaires were returned that were used for data analysis. 4.2Research Instrument The questionnaire adopted for the study was developed by Delery and Doty (1996) and used by Syed et al., (2008). However, a little modification was made in the questionnaire with regard to the measurement of organizational performance in the context of this study. 4.3 Measurement of independent variables Respondents were asked to rate their answers on multi-item scale. Training, participation, employment security, job description and profit sharing were measured on four point likert scale, while internal career opportunities was measured on seven point likert scale and result oriented appraisals was measured on two point likert scale. Higher values on likert scale indicate strong opinions towards each independent variable. 4.4 Dependent variable Five point likert scale was used to rate the response of respondents where higher values indicated high performance and vice versa. In order to cope with the difficulty of obtaining financial data due to conservative behavior and intense competition, we adopted self-evaluation approach. According to Dess and Robinson (1984), self-reporting measures can be an acceptable proxy and are evenly reliable in the deficiency of objective data. Powel (1992) finds a positive correlation (0.40) between self-reported firm performance measures and objective firm performance measures. 5. Data analysis: Data were analyzed by using software SPSS-19 version. The following statistical techniques were applied to analyze the data: Cronbachs alpha Descriptive statistics (Mean and Standard deviation) Correlation Linear regression 5.1 Cronbachs alpha Internal reliability of the instrument was checked by using Cronbachs alpha. The result of cronbach alpha is 0.731 which is well above the stander presented by Nummally, (1978) that is 0.70. Therefore, this is clear that the instrument used in this study had strong internal reliability and it could be used with confidence for the application of further statistical analysis and interpretation.

64

European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 5.2 Descriptive statistics and correlation analysis

www.iiste.org

Table 1 represents descriptive statistics and correlation between each variable. If the mean scores are observed then it is clear that internal career opportunities have higher value 3.89; the reason behind this is that it was measured on 7-point likert scale. While the first five variables were measured on 4-point likert scale and the rest of the two were measured on two and five point likert scale respectively. So if the ratio of their mean score is calculated then it is clear that training has the highest value of mean, and then the number of internal career opportunities; the rest of the order is as follows: employment security; result-oriented appraisals; job description; participation; and profit sharing. Range of correlation between SHRM practices is between -0.264 to 0.630. Except result-oriented appraisals, all the variables are positively related to each other.

5.3 Regression Analysis

In order to check the impact of each independent variable unconnectedly on dependent variable and to test the hypothesis developed linear regression analysis was applied. Results of linear regression analysis are presented in table II. 5.3.1 Hypothesis 1 Hypothesis postulates that organizations that provide extensive training to their employees will outperform those who do not provide extensive training. H1: Training and organizational performance are positively related to each other. 47.1% variance in firms performance is explained by training, which is evident by the value of R=0.471. F=27.877 at p=0.000 describes the models goodness of fit. Significant positive relationship between predictor and predicted variable is evident by the value of t=5.280. Hence, on the basis of these results it can be inferred with confidence that H1 is accepted. 5.3.2 Hypothesis 2 Hypothesis postulates that organizations that provide open forum of communication to their employees will increase their performance. H2: Participation and organizational performance are positively related to each other. 33.1% variance in firms performance is explained by participation, which is evident by the value of R=0.331. F=10.515 at p=0.002 describes the models goodness of fit. Significant positive relationship between predictor and predicted variable is evident by the value of t=3.243. Hence, on the basis of these results it can be inferred with confidence that H2 is accepted. 5.3.3 Hypothesis 3 Hypothesis postulates that those organizations that provide their employees with job security get in return better performance. H3: Employment security and organizational performance are positively related to each other. 33.5% variance in firms performance is explained by employment security, which is evident by the value of R=0.335. F=10.819 at p=0.001 describes the models goodness of fit. Significant positive relationship between

65

European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) predictor and predicted variable is evident by the value of t=3.298. Hence, based on the results it can be inferred with confidence that H3 is accepted.
5.3.4 Hypothesis 4 Hypothesis postulates that clearly defined jobs lead organizations towards better performance. H4: Job description and organizational performance are positively related to each other. 8.9% variance in firms performance is explained by employment security, which is evident by the value of R=0.089. F=0.771 at p=0.381 describes the models goodness of fit, which is not satisfactory. Insignificant relationship between predictor and predicted variable is evident by the value of t=0.880. Hence, based on the results it can be inferred with confidence that H4 is not accepted. 5.3.5 Hypothesis 5 Hypothesis postulates that profit sharing with employees other than their salaries has a positive relationship with organizational performance. H5: Profit sharing and organizational performance are positively related to each other. 6.4% variance in firms performance is explained by employment security, which is evident by the value of R=0.064. F=0.402 at p=0.528 describes the models goodness of fit, which is not satisfactory. Insignificant relationship between predictor and predicted variable is evident by the value of t=0.634. Hence, on the basis of these results it can be inferred with confidence that H5 is not accepted. 5.3.6 Hypothesis 6 Hypothesis postulates that organizations with result-oriented appraisal system will be able to exceed their performance. H6: Result-oriented appraisals and organizational performance are positively related to each other. 36.0% variance in firms performance is explained by employment security, which is evident by the value of R=0.360. F=14.614 at p=0.000 describe the models goodness of fit. Significant positive relationship between predictor and predicted variable is evident by the value of t=3.823. Hence, on the basis of these results we accept H6. 5.3.7 Hypothesis 7 Hypothesis postulates that internal career opportunities for employees in a particular organization increase its performance. H7: Internal career opportunities and organizational performance are positively related to each other.

66

European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) 10% variance in firms performance is explained by employment security, which is evident by the value of R=0.01. F=0.009 at p=0.935 describes the models goodness of fit, which is not satisfactory. Insignificant relationship between predictor and predicted variable is evident by the value of t=-0.095. Hence, based on the results it can be inferred with confidence that H7 is not accepted.
6. Discussion and conclusion This study examines the impact of SHRM practices on organizational performance, especially universal implications of a set of SHRM practices presented by Delery and Doty, (1996). The results of this study are very important due to their dual nature. Four individual SHRM practices, namely, training, participation, employment security and resultoriented appraisals have significant positive relationship with organizational performance and these results are consistent with the literature on SHRM. While, on the other hand, the remaining three SHRM practices, namely, job description, profit sharing, and internal career opportunities have no significant relationship with organizational performance and these results are contradictory with the literature on SHRM. Results of the present study in respect of training are consistent with the results of many previous studies (Pfeffer, 1998, Pfeffer and Veiga 1999, Harel and Tzafrirs, 1999, Syed et al., 2008, Shay, 2006), which show that training has the most significant effect on performance; the findings of the present study also prove that training has the most significant relationship with performance. Result-oriented appraisals is the second most significant SHRM practice that this study reveals. Furthermore, the findings of this study in respect of result-oriented appraisals are matched with the findings of Delery and Doty, 1996 and Syed et al., 2008.The third most influencing variable is employment security, which has a significant positive relationship with organizational performance; these results are consistent with the results of Pfeffer,1998 and Syed et al., 2008.The last variable that has a positive relationship with organizational performance is employee participation and the findings of the present study related to this variable also have a sound support in litrature (Arthur, 1992 Batt, Colvin, and Keefe, 2002, Hodson, 2002, Kato and Morishima, 2002, Pfeffe, 1994; Shay, 2006). The second stream of variables that are not significantly related to organizational performance are: job description; profit sharing; and internal career oppurtunities. All these three variables are showing contradictory results as compared to the previous researchs (Delery and Doty, 1996; Syed et al., 2008; Pfeffe, 1994; Blackwell, Brickley, and Weisbach, 1994; Shay, 2006). Hence, it can be concluded on the basis of present study that training, employee participation, employment security and result-oriented appraisals are univeralistic SHRM practices. Training, participation, result-oriented appraisals and employment security have positive relationship with organizational performance. The HR managers, practitioners and firms can benefit immensely if they focus on these variables to enhance the organizational performance. 7. Limitations and Future directions Despite the importance of the contribution of this study to universalistic litrature and its valuable practical implication, it has some limitations. First limitation of this study is the use of self evaluation criteria of measuring performance, which may be baised. Although, some previsoius studies are also based on the judgemental measures (Delaney and Huselid, 1996), however, Powel 1992 and Dess and Robinson, 1984 argue that in order to cope with the difficulty of obtaining objective data, subjective measures can be used. But it would be worthewhile for future studies to examine the relationship between the same SHRM variables and performance by taking objective measures of performance i.e. return on assets, return on equity, profit ratios, sales ratios,etc.Second limitation of this study is the use of cross sectional data. In future, same study can be done with longitudenal data in order to overcome the limitations of cross sectional data. The results of this study were carried on by using the regression analysis, by using latest techniques such as Data Envelopment Analysis. The relationship of the variables could be modified. Furthermore, the study was conducted keeping in view the banking industry, for its effectiveness the study could be a helpful source of inter industry comparison.

67

European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Table I Descriptive Statistics and Correlation
M 1.Training 2.Participation 3.Employment Security 4.Job Description 5.Profit Sharing 6.Results Oriented Appraisals 7.Internal Career Opportunities 8.Organizational Performance 2.97 2.56 2.68 2.61 2.48 1.33 3.89 3.70 SD 0.54 0.56 0.62 0.42 0.79 0.31 0.98 0.51 1 1 .630** .551** .200** .197* .079 .198* .471** 1 .424** .512** -.225* -.250* .356** .311** 1 .445** .464** -.078 .395** .315** 1 .446** -.264** .575** .088 1 -.156 .502** .063 2 3 4 5

www.iiste.org

1 -.316** .360** 1 -.10 1

**Correlation is significant at the 0.01 level (2-tailed). *Correlation is significant at the 0.05 level (2-tailed).

Table II Regression Analysis Variable 1 Training R 0.471 t-value 5.280 coefficient 0.471 (-0.449)* 2 3 4 5 6 participation employment security job description profit sharing Result oriented appraisals 0.311 0.315 0.089 0.064 0.360 3.243 3.298 0.880 0.634 3.823 0.311 (-0.286)* 0.315 (-0.261)* 0.089 (-0.107)* 0.064 (-0.042)* 0.36 (-0.6)* 7 internal career opportunities 0.010 -0.095 -0.01 (-0.005)* *Unstandardized Beta Coefficients in parenthesis 0.009 0.925 14.614 0.000 0.402 0.528 0.774 0.381 10.819 0.001 10.515 0.002 F- value 27.877 P-value 0.000

68

European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)

www.iiste.org

References Arthur, J. B. (1992). The link between business strategy and industrial relations systems in American steel minimills. Industrial and Labor Relations Review , 45, 488-506. Bamberger, P., and Meshoulam, I. (2000). Human Resource Strategy: Formulation,Implementation, and Impact,. Sage Publication, Thousand Oaks . Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of Management Review , 11 (356-365). Batt, R., Colvin, A., and Keefe, J. (2002). Employee voice, human resource practices, and quit rates: evidence from the telecommunication industry. Industrial and Labor Relations Review , 55 (4), 573-594. Blackwell, W. D., Brickley, A. J., and Weisbach, S. M. (1994). Accounting information and internal performance evaluation. Journal of Accounting and Economics , 17, 331-358. Delaney, T. J., and Huselid, A. M. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal , 39 (4), 949-969. Delery, J. E., and Doty, D. H. (1996). MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT:TESTS OF UNIVERSALISTIC, CONTINGENCY AND CONFIGURATIONAL PERFORMANCE PREDICTIONS. Academy of Management Journal , 39 (4), 802-835. Dess, G. G., and Robinson, R. B. (1984). Measuring organizational performance in the absence of objective measures: the case of privately held firms and conglomerate business units. Strategic Management Journal , 5, 263273. Doty, D. H., Glick, W. H., and Huber, G. P. (1994). Fit, equifinality, and organizational effectiveness: A test of two configurational theories. Academy of management journal , 36, 1196-1250. Gaertner, N. K., and Nollen, D. S. (1989). Career experiences, perceptions of employment practices,and psychological commitment to the organization. Human Relations , 42 (11), 975-991. Harel, H. G., and Tzafrirs, S. S. (1999). The effect of human resource management practices on the perceptions of organizational and market performance of the firm. Human Resource Management , 38 (3), 185-199. Hatch, N. W., and Dyer, J. H. (2004). Human capital and learning as a source of sustainable competitive advantage. Strategic Management Journal , 25, 1155-1178. Hodson, R. (2002). Worker participation and teams: new evidence from analyzing organizational ethnographies. Economic and Industrial Democracy , 4, 491-528. Huang, T. C. (2001b). The effects of linkage between business and human resource management strategies. Personnel Review , 30 (2), 132-151. Huang, T.-C. (2001a). The relation of training practices and organizational performance in small and medium size enterprises. Education and Training , 39 (8/9), 437-444. Huselid, M. A., and Becker, B. E. (1996). Methodological issues in cross-sectional and panel estimates of the HRfirm performance link. Industrial Relations , 35, 400-422. James, E. B., Joe, W. k., and Chadwick, C. H. (2001). Organizational Research: Determining Appropriate Sample Size in Survey Research. Information Technology, Learning, and Performance Journal, , 19 (1). Jennings, P. D., Cyr, D., and Moore, L. F. (1995). Human resource management on the Pacific Rim: Institutions, practices, and attitudes. 351379. Kato, T., and Morishima, M. (2002). The productivity effects of participatory employment practices: evidence from new Japanese panel data. Industrial Relations , 41 (4), 487-520. Ngo, H. Y., and Tsang, W.-N. A. (1998). Employment practices and organizational commitment:differential effects for men and women? The International Journal of Organizational Analysis , 6 (3), 251-266.

69

European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Nunnally, J. (1978). Psychometric Theory. McGraw-Hill Book Company .

www.iiste.org

Pfeffe, J. (1994). Competitive advantage through people: Unleashing the power of the work force. Boston: Harvard Business School Press . Pfeffer, J. (1998). Seven practices of successful organizations. California Management Review , 40 (2), 96-124. Pfeffer, J., and Veiga, F. J. (1999). Putting people first for organizational success. Academy of Management Executive , 13 (2), 37-48. Powel, T. C. (1992). Organization alignment as competitive advantage. Strategic Management journal , 13 (119-34). Schoonhoven, C. (1981). Problems with contingency theory: Testing assumptions hidden within the language of contingency theory. administrative science quarlerty , 26, 349-377. Schuler, R. S., Dolan, S., and Jackson, S. E. (2001). Introduction. International Journal of Manpower , 22, 195-197. Shay, S. T. (2006). A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time. Journal of Managerial Psychology , 21 (2), 109-130. Syed, A., Daniel, Z. D., and Gloria, L. G. (2008). STRATEGIC HRM PRACTICES AND THEIR IMPACT ON COMPANY PERFORMANCE IN CHINESE ENTERPRISES. Human Resource Management , 47 (1), 1532. van, d. v., A, H., and Drazin, R. (1985). The concept of fit in contingency theory. In L. L. Cummingsand B. M. Staw (Eds.). Researcg in organizatoinal behavior , 7, 333-365. Venkatraman, N. (1989). The concept of fit in strategy research: Toward verbal and statistical correspondence. Academ of management review , 14, 423-444. Wan-Jing, A. C., and Tung, C. H. (2005). Relationship between strategic human resource management and firm performance: A contingency perspective. International Journal of Manpower , 26 (5). Youndt, M. A., Snell, A. S., Dean, W. J., and Lepak, P. D. (1996). Human resource management,manufacturing strategy, and firm performance. Academy of Management Journal , 39 (4), 836-866.

70