Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry

Rodwell, John J and Teo, Stephen T.T. 2004, Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry, Public management review, vol. 6, no. 3, pp. 311-331.

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Title Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry
Author(s) Rodwell, John J
Teo, Stephen T.T.
Journal name Public management review
Volume number 6
Issue number 3
Start page 311
End page 331
Publisher Routledge
Place of publication London, England
Publication date 2004-09
ISSN 1471-9037
1471-9045
Keyword(s) human capital
public and non-profit sector
strategic HRM
Summary This article examines the adoption of strategic Human Resource Management (HRM) by for-profit and non-profit knowledge-intensive health services (HS) organizations in the Australian context. Survey data collected from senior executives are used to test the relationships between a strategic HRM model and firm performance. Path analysis found that for HS firms, irrespective of whether for-profit or non-profit, adopting strategic HRM could increase organizational performance. Strategic HRM could be achieved through the cultivation of an external orientation to customers' demands and a commitment to employees. Building an external orientation with internal structural dimensions such as commitment to employees, allows HS organizations to develop a strategic HRM approach with human capital-enhancing HRM practices. Public and non-profit organizations in the HS industry facing or undergoing health sector reform need to be aware of both of these orientations in order to adopt strategic HRM and improve their performance.
Language eng
Field of Research 150305 Human Resources Management
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2004, Taylor & Francis Ltd
Persistent URL http://hdl.handle.net/10536/DRO/DU:30016768

Document type: Journal Article
Collection: Deakin Graduate School of Business
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