High-commitment HR practices, employee effort, and firm performance: Investigating the effects of HR practices across employee groups within professional services firms

Elizabeth Mcclean, Christopher J. Collins

Research output: Contribution to journalArticle

115 Scopus citations

Abstract

In this study, the authors examine the relationship between high-commitment HR practices and firm performance in professional services firms through the mediator of employee effort. In addition, they contribute to the debate in the field of strategic HRM on whether high-commitment HR practices should be used across all employee groups within a firm. Their study's results show that high-commitment HR practices positively relate to firm performance through employee effort for two employee groups within professional services firms. Further, they found that the relationship between effort and performance is contingent on the value of the employee group to firm competitive advantage, suggesting that companies may only want to expend the effort and resources on building a high-commitment HR system for employee groups that are clearly tied to creating firm competitive advantage.

Original languageEnglish (US)
Pages (from-to)341-363
Number of pages23
JournalHuman Resource Management
Volume50
Issue number3
DOIs
StatePublished - May 1 2011
Externally publishedYes

Keywords

  • Employee effort
  • Employee value
  • Firm performance
  • High-commitment HR practices
  • Professional services firms
  • Strategic HR management

ASJC Scopus subject areas

  • Applied Psychology
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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