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

journal contribution
posted on 2004-09-01, 00:00 authored by John Rodwell, S Teo
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.

History

Journal

Public management review

Volume

6

Issue

3

Pagination

311 - 331

Publisher

Routledge

Location

London, England

ISSN

1471-9037

eISSN

1471-9045

Language

eng

Publication classification

C1.1 Refereed article in a scholarly journal

Copyright notice

2004, Taylor & Francis