Testing the value-human resource management relationship in New Zealand organisations: findings of a cross-national replication study
Paul K. Toulson, N. Donald Campbell, John Holt, University of New South Wales. School of Industrial Relations and Organizational Behaviour
University of New South Wales, School of Industrial Relations and Organisational Behaviour, 1998 - Business & Economics - 24 pages
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0.22 Informal Appraisal 0.32 Financial Incentives Achieve Strategic Priorities argued Australian and NZ Australian organisations Australian study CATHERWOOD LIBRARY characterised Chatman configuration approach configuration research CROSS-NATIONAL REPLICATION STUDY descriptors Determine Compensation 0.28 Develop the Individual differ significantly Distributive Justice Doty & Glick Elite Factor analysis factor structures Holt & Kabanoff Holt and Kabanoff HRM configuration HRM systems Human Resource Practices hybrid responses hybrid types hybrid-Elite Ideal and Hybrid ideal types Incentives 0.63 Individual 0.30 Informal Appraisal 0.01 Leadership types lowest emphasis MANOVA Meritocratic and Collegial Meyer number of organisations NZ replication study NZ sample NZ Study organisation type organisation value types Practices Survey HRPS relationship between organisations Resource Practices Survey score small number small sample socialisation and development Socialise the Individual standardised mean Strategic Priorities 0.29 study's systems are configured Table Teamwork Tsui & Hinings Type M SD typology value orientation value structures value systems variables Zealand organisations Zealand study