Table 2.1 Some of the major studies examining links between HCM and
performance
Empirical studies
Sample
Nature of study
Huselid (1995)
USA: 968 US-owned firms with more
than
Cross-sectional study
100 employees
MacDuffie (1995)
USA: 62 automotive plants
Cross-sectional study
Delery and Doty (1996)
USA: 114 banks
Cross-sectional study
Patterson et a/ (1997)
UK: 67 manufacturing firms employing Longitudinal study
less than 1000
Wood and de Menezes
UK: use of data from WERS (1990) and Cross-sectional study
(1998)
Employers’
Manpower and Skills
Practice
Survey – approx. 2000 workplaces with
More than 25 employees, all sectors
Guest et a/ (2000a)
UK: use of data from WERS (1998)
Cross-sectional study
Approx 2000 workplaces with more than
25 employees, all sectors
West et a/ (2002)
UK: 61 NHS acute hospital trusts,
Cross-sectional study
interviews and questionnaires mainly
With HR Directors
Guest et al (2003)
UK: 610 private sector companies both Longitudinal study
From services and manufacturing,
Telephone interviews with Head of HR
Review articles
Source
Wright and Gardner (2003)
Holman et al (eds), The New Workplace: A guide to the
human impact of modern working practices. London, Wiley
Godard (2004)
British Journal of Industrial Relations, Vol. 42, No. 2
Source: Marchington M., and Wilkinson Adrian. Human Resource Management at
Work: People Management and Development, 2005, CIPD London, 3
rd
edition).
28
2.6 Conceptual Framework: HCM link with Operational Performance
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