Human Resource Management and Organizational Performance


Journal Article

The idea of a transformed or high-performance work system has attracted considerable attention in the United States as an alternative to traditional, mass-production forms of work organization. This article examines the relationships between indicators of high-performance work organizations that are available in the National Organizations Study, on one hand, and measures of organizational performance, on the other. The authors find that characteristics of high-performing work organizations tend to cluster together into a system of organizations. Moreover, the results indicate that human resource policies and practices often identified with high-performing organizations do, in fact, enhance organizational performance. © 1994, SAGE PUBLICATION. All rights reserved.

Full Text

Duke Authors

Cited Authors

  • Kalleberg, AL; Moody, JW

Published Date

  • January 1, 1994

Published In

Volume / Issue

  • 37 / 7

Start / End Page

  • 948 - 962

Electronic International Standard Serial Number (EISSN)

  • 1552-3381

International Standard Serial Number (ISSN)

  • 0002-7642

Digital Object Identifier (DOI)

  • 10.1177/0002764294037007007

Citation Source

  • Scopus