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Abstract
This article deals with the relationship between human resource practices (HRPs) and firm performances in France. It focuses on four specific HRPs that are able to involve employees: empowerment, compensation, communication and training. Each HRP taken in isolation is supposed to be positively related to performances because it is a source of motivation and commitment for employees. But there also exists a synergy between these practices: when they are combined into a bundle and are implemented all together, they should lead to better firm performances. A survey carried out among 180 human resource managers of large French companies leads to validation of most of our hypotheses. Contrary to previous research, we do not find a significant link between compensation and firm performance. The other HRPs are all indirectly related to financial performances, with social performance playing a mediating role. When they are combined into a bundle, HRPs have a stronger impact on performance than when they are studied individually. The article concludes with the importance of developing a strategic human resource policy and of implementing coherent and complementary high-involvement practices to increase firm performance.
Notes
Sylvie Guerrero, Associate Professor, Université du Québec à Montréal, ESG, CP6192, Montréal H3C 4R2, Canada (tel: +514-987-3000 ext. 8294; e-mail: [email protected]). Valérie Barraud-Didier, Associate Professor, INP, ENSAT (tel: +562-193900; e-mail: [email protected]).