This paper has not undergone formal review or approval of the faculty of the ILR School. It is intended to make results of Center research available to others interested in preliminary form to encourage discussion and suggestions. Page 1Managing Customer Services WP 00-07 This study examines the relationship between human resource practices, employee quit rates, and organizational performance by drawing on a unique nationally representative sample of 354 customer service and sales establishments in the telecommunications industry. Multivariate analyses show that quit rates are lower and sales growth is higher in establishments that emphasize high skills, employee participation in decision-making and in teams, and HR incentives such as high relative pay and employment security. Quit rates partially mediate the relationship between human resource practices and sales growth. These relationships also are moderated by the customer segment that frontline employees serve.

This paper is a part of on-going LINK project 7 and represents a work-in-progress towards building a theoretical framework for future empirical study on organizational knowledge transfer from Danish-based MNCs HQs to their subsidiaries with emphasis of the role of HRM practices in the process. The overall project focuses on two major objectives: (1) to analyze the process of organizational knowledge transfer between headquarter and subsidiary, determine facilitators and constraints of effective knowledge transfer, (2) and to understand the role of HRM practices in the process of effective organizational knowledge transfer. Theoretical framework of this study is based on four major theoretical streams: resourcebased perspective of the firm, theory of multinational enterprises, organizational learning theory, and strategic human resource management literature. Current paper is structured in the following way: at first, organizational knowledge is defined and components are described; next, the process of organizational knowledge transfer and its determinants are identified; finally, existing theoretical concepts are integrated to clear up the “mission” of HRM practices in the process of organizational knowledge transfer. Lastly future research directions are presented.

This manuscript is unpublished copyrighted work containing trade secret and other proprietary information of John W. Boudreau and

Human capital and performance: A literature review

food processing industry: case study in

Due acknowledgement must always be made of the use of any material contained in, or derived from, this thesis. Over the last decade, much research has been conducted in the field of HRM and its association with organisational performance. Encouraged by substantial positive evidence for statistical associations between sophisticated HRM practices and enhanced organisational performance, HRM researchers have become more assertive in their claims that HRM contributes to performance. However, most of the research is based on questionnaire surveys and still leaves key questions unanswered, in particular by which processes HRM contributes to performance. This lack of knowledge about the processes involved in the HRM-performance relationship is referred to as ‘black box’. It is the focus of this thesis to attempt to open this ‘black box’. A qualitative case study methodology was adopted and the Glasgow four-star hotel sector chosen as a field of enquiry. This choice allowed for a standardisation of factors that might influence the degree of sophistication of HRM and its impact on

The present study aims at investigating the existence of gender differences in entrepreneurship. The focus is on differences in strategy and human resource management (HRM) between male and female entrepreneurs in the Dutch real estate brokerage. Several propositions are explored using data from in-depth interviews. The present study shows that gender differences in entrepreneurship do exist. In particular, there are gender differences with respect to the path to entrepreneurship, growth-levels, degree of diversification and type of leadership. Version: May 2002 JEL-code: J16 (economics of gender), L21 (business objectives of the firm), L85

ABSTRACT: This study examines determinants of professional HRM practices within a sample of approximately 700 small- to medium-sized firms. Predictions from agency theory and the resource based view of organizations lead to alternate hypotheses regarding the direct and indirect negative effects of family ownership and management on the usage of professional HRM practices. Results support predictions for both direct and indirect effects, thus lending partial support to both theories. Organization complexity variables that also predict professional HRM practices (and that may explain some of the indirect effects) include firm size, (presence of a) formal business plan, export strategy and HRM specialization.

Resource Studies and the Entrepreneurship and Personal Enterprise Program at Cornell University. The reviewers wish to thank the following individuals for their helpful comments on

This paper has not undergone formal review or approval of the faculty of the ILR School. It is intended to make results of Center research available to others interested in preliminary form to encourage discussion and suggestions. Page 1SHRM and Refinery Performance WP 97-16 Strategy, Core Competence and HR Involvement as