Treść głównego artykułu
Abstrakt
The paper presents the issue of measuring HR effectiveness. Author refers to interna‑tional human resource management and tries to explain how wide and complicated the phenomenon is. The aim of the paper is to recognize the problem of measuring HRM effectiveness. The method used in the research process is a literature overview. Thus the author managed to recognize the problem of measuring HRM effectiveness, indicate the gap in previous scientific work and specify the author’s own field for developing in future. The paper consists of following parts: introduction, theoretical assumptions of the HR effectiveness, results of a literature overview on HRM effectiveness including the international context, conclusions.
Szczegóły artykułu
Autor (Autorzy) artykułu oświadcza, że przesłane opracowanie nie narusza praw autorskich osób trzecich. Wyraża zgodę na poddanie artykułu procedurze recenzji oraz dokonanie zmian redakcyjnych. Przenosi nieodpłatnie na Oficynę Wydawniczą SGH autorskie prawa majątkowe do utworu na polach eksploatacji wymienionych w art. 50 Ustawy z dnia 4 lutego 1994 r. o prawie autorskim i prawach pokrewnych – pod warunkiem, że praca została zaakceptowana do publikacji i opublikowana.
Oficyna Wydawnicza SGH posiada autorskie prawa majątkowe do wszystkich treści czasopisma. Zamieszczenie tekstu artykuły w repozytorium, na stronie domowej autora lub na innej stronie jest dozwolone o ile nie wiąże się z pozyskiwaniem korzyści majątkowych, a tekst wyposażony będzie w informacje źródłowe (w tym również tytuł, rok, numer i adres internetowy czasopisma).
Osoby zainteresowane komercyjnym wykorzystaniem zawartości czasopisma proszone są o kontakt z Redakcją.
Referencje
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1. Bargerstock, A. S. (2000). The HRM effectiveness audit: A tool for managing accoun‑tability in HRM. Public Personnel Management, 29 (4), pp. 517–527.
2. Becker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management:Where Do We Go From Here? Journal of Management, 32 (6), pp. 898–925. InYu‑Ping Chen, Yu‑Shan Hsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals:comparative perceptions of human resource and line managers on perceived fu‑ture firm performance. The International Journal of Human Resource Management,22 (8), pp. 1703–1722.
3. Becker, B. E., Huselid, M. A., & Ulrich, D. (2002). Karta wyników ZZL. Kraków:Oficyna Ekonomiczna.
4. Bondarouk, T., Ruél, H., & Van der Heijden, B. (2009). e‑HRM effectiveness in a publicsector organization: a multi‑stakeholder perspective. The International Journal ofHuman Resource Management, 20 (3), pp. 578–590.
5. Bondarouk, T., Ruél, H., & Van der Velde, M. (2007). The contribution of e‑HRMto HRM effectiveness: Results from a quantitative study in a Dutch Ministry.
6. Employee Relations, 29 (3), pp. 280–291.
7. Boxall, P. (2003). HR Strategy and Competitive Advantage in the Service Sector.
8. Human Resource Management Journal, 13, pp. 5–20. In Yu‑Ping Chen, Yu‑ShanHsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: comparative perceptionsof human resource and line managers on perceived future firm performance. TheInternational Journal of Human Resource Management, 22 (8), pp. 1703–1722.
9. EDUCATION OF ECONOMISTS AND MANAGERS No. 3 (33) 2014_HoffmannMeasuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context) 21Bramham, J. (2004). Benchmarking w zarządzaniu zasobami ludzkimi. Kraków:Oficyna Ekonomiczna.
10. Buchelt, B. (2011). Determinanty efektywności pracy ekspatriantów. In B. Urbaniak(Ed.), Efektywność zarządzania zasobami ludzkimi, pp. 287–298. Łódź: WydawnictwoUniwersytetu Łódzkiego.
11. Burrington, D. (1987). Organization Development in the Utah Department of PublicSafety. Public Personnel Management, 16 (2), pp. 115–127.
12. Chew, I. K. H., & Sharma, B. (2005). The effects of culture and HRM practices onfirm performance: Empirical evidence from Singapore. International Journal ofManpower, 26 (6), pp. 560–581.
13. Colakoglu, S., Lepak, D. P. & Hong, Y. (2006). Measuring HRM effectiveness:Considering multiple stakeholders in a global context. Human ResourceManagement Review, 16 (2), pp. 209–218.
14. Dan‑Shang, W., & Chi‑Lih Shyu. (2008). Will the strategic fit between business andHRM strategy influence HRM effectiveness and organizational performance?International Journal of Manpower, 29 (2), pp. 92–110.
15. Dan‑Shang, W., & Chi‑Lih Shyu. (2009). The longitudinal effect of HRM effectivenessand dynamic innovation performance on organizational performance in Taiwan.
16. The International Journal of Human Resource Management, 20 (8), pp. 1790–1809.
17. Feliniak, U., & Kołodziejczyk‑Olczak, I. (2005). The balanced scorecard and ma‑naging human resources – the case of employee remuneration. Management ofOrganizations: Systematic Research, 36, pp. 19–31.
18. Gibb, S. (2000). Evaluating HRM effectiveness: the stereotype connection. EmployeeRelations, 22 (1), pp. 58–75.
19. Guest, D. E. & Peccei, R. (1994). The nature and causes of effective human resourcemanagement. British Journal of Industrial Relations, 32 (2), pp. 219–242.
20. Hamann, P. M., Schiemann, F., Bellora, L., & Guenther, T. W. (2013). Exploringthe Dimensions of Organizational Performance: A Construct Validity Study.
21. Organizational Research Methods, 16 (1), pp. 67–87.
22. Henri, J. F. (2004). Performance measurement and organizational effectiveness: brid‑ging the gap. Managerial Finance, 30 (6), pp. 93–123.
23. Kane, B., Crawford, J., & Grant, D. (1999). Barriers to effective HRM. InternationalJournal of Manpower, 20 (8), pp. 494–515.
24. Kellermanns, F.W., Walter, J., Lechner, C., & Floyd, S.W. 2005. The Lack ofConsensus about. Strategic Consensus: Advancing Theory and Research. Journalof Management, 31 (5), pp. 719–737. In Yu‑Ping Chen, Yu‑Shan Hsua, & FelixWai‑Kwong Yip (2011). Friends or rivals: comparative perceptions of human reso‑urce and line managers on perceived future firm performance. The InternationalJournal of Human Resource Management, 22 (8), pp. 1703–1722.
25. Kim, S., Wright, & P. M. (2011). Putting Strategic Human Resource Management inContext: A Contextualized Model of High Commitment Work Systems and ItsImplications in China. Management and Organization Review, 7 (1), pp. 153–174.
26. EDUCATION OF ECONOMISTS AND MANAGERS No. 3 (33) 2014_Hoffmann22 Kinga HoffmannLawler, E.E. III, & Mohrman, S. A. (2003). Creating a Strategic Human ResourcesOrganization. An Assessment of Trends and New Directions, Palo Alto, CA:Stanford University Press.
27. Lawler, E.E. III. (2005). From Human Resource Management to OrganizationalEffectiveness. Human Resource Management, 44, pp. 165–169. In Yu‑Ping Chen,Yu‑Shan Hsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: comparativeperceptions of human resource and line managers on perceived future firmperformance. The International Journal of Human Resource Management, 22 (8),pp. 1703–1722.
28. March, J. G., & Sutton, R. I. (1997). Organizational Performance as a DependentVariable. Organization Science, 8 (6), pp. 698–706.
29. Mesjasz, J. (2011). Efektywność pracowników w perspektywie ekonomicznej i psy‑chologicznej. In B. Urbaniak, (Ed.), Efektywność zarządzania zasobami ludzkimi,pp. 53–60. Łódź: Wydawnictwo Uniwersytetu Łódzkiego.
30. Ming‑Ten, T., Li‑Min, C., & Hsieh, W. (2005). Development of a Human ResourceManagement Effectiveness Measurement Model in Taiwan. Journal of AmericanAcademy of Business, Cambridge, 6 (2), pp. 44–48.
31. Nehles, A. C., van Riemsdijk, M., Kok, I., & Loois, J. K. (2006). ImplementingHuman Resource Management Successfully: A First‑Line Management Challenge.
32. Management Revue, 1 (3), pp. 256–273.
33. Paauwe, J. (2004). HRM and Performance: Unique Approach for Achieving Long‑TermViability, Oxford, Oxford University Press. In Yu‑Ping Chen, Yu‑Shan Hsua,& Felix Wai‑Kwong Yip (2011). Friends or rivals: comparative perceptions ofhuman resource and line managers on perceived future firm performance. TheInternational Journal of Human Resource Management, 22 (8), pp. 1703–1722.
34. Paauwe, J. (2009). HRM and Performance: Achievements, Methodological Issues andProspects. Journal of Management Studies, 6, 129–142. In Yu‑Ping Chen, Yu‑ShanHsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: comparative perceptionsof human resource and line managers on perceived future firm performance. TheInternational Journal of Human Resource Management, 22 (8), pp. 1703–1722.
35. Phillips, J. J. (1999). Accountability in human resource management. Woburn:Butterworth‑Heinemann.
36. Phillips, J. J. (2007). Measuring ROI. Fad, fact, or fantasy?, T+D [serial online]. 61 (4).
37. Phillips, J. J., & Zuniga, L. (2008). Costs and ROI: Evaluating at the Ultimate Level. SanFrancisco: John Wiley and Sons.
38. Phillips, J. J., Phillips, P. P., & Stone, R. D. (2001). The human resources scorecard:measuring the return on investment. Woburn: Butterworth‑Heinemann.
39. Phillips, J. J., Stone, R. D., & Phillips, P. P. (2003). Ocena efektywności w zarządzaniuzasobami ludzkimi. Kraków: Human Factor.
40. Pocztowski, A. (Ed.) (2002). Międzynarodowe zarządzanie zasobami ludzkimi. Kraków:Oficyna Ekonomiczna.
41. EDUCATION OF ECONOMISTS AND MANAGERS No. 3 (33) 2014_HoffmannMeasuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context) 23Prins, P. D., & Henderickx, E. (2007). HRM Effectiveness in Older People’s andNursing Homes: The Search for Best (Quality) Practices. Nonprofit and VoluntarySector Quarterly, 36 (4), pp. 549–571.
42. Richard, O. C., & Brown Johnson, N. (2004). High performance work practices andhuman resource management effectiveness: substitutes or complements? Journalof Business Strategies, 21 (2), pp. 133–148.
43. Safar, M. (2002). Financial Reporting in Central Governmen. Journal ofDanesh‑E‑Hesabrasi, 2, 36–45. In Talebnia, G. & Dehkordi, B. B. (2012). Studyof relation between effectiveness audit and management audit. GSTF BusinessReview, 2 (1), pp. 92–97.
44. Stępień, J. B. (2001). Mierniki funkcji kadrowej I, II, III. Personel i Zarządzanie,pp. 13–15.
45. Suchodolski, A. (2011). Organizacja procesu rozwoju pracowników w firmach polskichi międzynarodowych. In B. Urbaniak (Ed.), Efektywność zarządzania zasobami ludz‑kimi, pp. 277–286. Łódź: Wydawnictwo Uniwersytetu Łódzkiego.
46. Talebnia, G., & Dehkordi, B. B. (2012). Study of relation between effectiveness auditand management audit. GSTF Business Review, 2 (1), pp. 92–97.
47. Templer, A. J., & Cattaneo, R. J. (1995). A model of human resources managementeffectiveness. Revue Canadienne des Sciences de l’Administration, 12 (1), pp. 77–88.
48. Urlich, D. (1989). Assessing human resource effectiveness: stakeholder, utility, andrelationship approaches. Human Resource Planning, 12 (4), pp. 301–315. In Yu‑PingChen, Yu‑Shan Hsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: compara‑tive perceptions of human resource and line managers on perceived future firmperformance. The International Journal of Human Resource Management, 22 (8),pp. 1703–1722.
49. Way, S. A., Thacker, J. W. (2001). The successful implementation of strategic humanresource management practices: A Canadian survey. International Journal ofManagement, 18 (1), pp. 25–32.
50. Wheeler, A. Halbesleben, J. R. B., Harris, & K. J. (2012). How job‑level HRM effec‑tiveness influences employee intent to turnover and workarounds in hospitals.
51. Journal of Business Research, 65 (4), pp. 547–554.
52. Wheeler, A. R., Harris, K. J., & Harvey, P. (2010). Moderating and mediating the HRMeffectiveness – intent to turnover relationship: The roles of supervisors and jobembeddedness. Journal of Managerial Issues, 22 (2), pp. 182–196.
53. Yu‑Ping Chen, Yu‑Shan Hsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: compa‑rative perceptions of human resource and line managers on perceived future firmperformance. The International Journal of Human Resource Management, 22 (8),pp. 1703–1722.
54. Yusliza (2012). Human Resource Competencies and Their Relationship with HumanResource Management. Effectiveness International Proceedings of EconomicsDevelopment and Research, 57, pp. 1–5.
55. EDUCATION OF ECONOMISTS AND MANAGERS No. 3 (33) 2014_HoffmannYusoff, Y. M., Abdullah, H. S., & Baharom, A. (2010). HRM Effectiveness within theRole of HRM Department at the Large Companies in Malaysia. InternationalJournal of Business & Management Science, 3 (1), pp. 1–16.
56. Zupan, N., & Kase, R. (2007). The role of HR actors in knowledge networks.
57. International Journal of Manpower, 28 (3/4), pp. 243–259.
Referencje
2. Becker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management:Where Do We Go From Here? Journal of Management, 32 (6), pp. 898–925. InYu‑Ping Chen, Yu‑Shan Hsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals:comparative perceptions of human resource and line managers on perceived fu‑ture firm performance. The International Journal of Human Resource Management,22 (8), pp. 1703–1722.
3. Becker, B. E., Huselid, M. A., & Ulrich, D. (2002). Karta wyników ZZL. Kraków:Oficyna Ekonomiczna.
4. Bondarouk, T., Ruél, H., & Van der Heijden, B. (2009). e‑HRM effectiveness in a publicsector organization: a multi‑stakeholder perspective. The International Journal ofHuman Resource Management, 20 (3), pp. 578–590.
5. Bondarouk, T., Ruél, H., & Van der Velde, M. (2007). The contribution of e‑HRMto HRM effectiveness: Results from a quantitative study in a Dutch Ministry.
6. Employee Relations, 29 (3), pp. 280–291.
7. Boxall, P. (2003). HR Strategy and Competitive Advantage in the Service Sector.
8. Human Resource Management Journal, 13, pp. 5–20. In Yu‑Ping Chen, Yu‑ShanHsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: comparative perceptionsof human resource and line managers on perceived future firm performance. TheInternational Journal of Human Resource Management, 22 (8), pp. 1703–1722.
9. EDUCATION OF ECONOMISTS AND MANAGERS No. 3 (33) 2014_HoffmannMeasuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context) 21Bramham, J. (2004). Benchmarking w zarządzaniu zasobami ludzkimi. Kraków:Oficyna Ekonomiczna.
10. Buchelt, B. (2011). Determinanty efektywności pracy ekspatriantów. In B. Urbaniak(Ed.), Efektywność zarządzania zasobami ludzkimi, pp. 287–298. Łódź: WydawnictwoUniwersytetu Łódzkiego.
11. Burrington, D. (1987). Organization Development in the Utah Department of PublicSafety. Public Personnel Management, 16 (2), pp. 115–127.
12. Chew, I. K. H., & Sharma, B. (2005). The effects of culture and HRM practices onfirm performance: Empirical evidence from Singapore. International Journal ofManpower, 26 (6), pp. 560–581.
13. Colakoglu, S., Lepak, D. P. & Hong, Y. (2006). Measuring HRM effectiveness:Considering multiple stakeholders in a global context. Human ResourceManagement Review, 16 (2), pp. 209–218.
14. Dan‑Shang, W., & Chi‑Lih Shyu. (2008). Will the strategic fit between business andHRM strategy influence HRM effectiveness and organizational performance?International Journal of Manpower, 29 (2), pp. 92–110.
15. Dan‑Shang, W., & Chi‑Lih Shyu. (2009). The longitudinal effect of HRM effectivenessand dynamic innovation performance on organizational performance in Taiwan.
16. The International Journal of Human Resource Management, 20 (8), pp. 1790–1809.
17. Feliniak, U., & Kołodziejczyk‑Olczak, I. (2005). The balanced scorecard and ma‑naging human resources – the case of employee remuneration. Management ofOrganizations: Systematic Research, 36, pp. 19–31.
18. Gibb, S. (2000). Evaluating HRM effectiveness: the stereotype connection. EmployeeRelations, 22 (1), pp. 58–75.
19. Guest, D. E. & Peccei, R. (1994). The nature and causes of effective human resourcemanagement. British Journal of Industrial Relations, 32 (2), pp. 219–242.
20. Hamann, P. M., Schiemann, F., Bellora, L., & Guenther, T. W. (2013). Exploringthe Dimensions of Organizational Performance: A Construct Validity Study.
21. Organizational Research Methods, 16 (1), pp. 67–87.
22. Henri, J. F. (2004). Performance measurement and organizational effectiveness: brid‑ging the gap. Managerial Finance, 30 (6), pp. 93–123.
23. Kane, B., Crawford, J., & Grant, D. (1999). Barriers to effective HRM. InternationalJournal of Manpower, 20 (8), pp. 494–515.
24. Kellermanns, F.W., Walter, J., Lechner, C., & Floyd, S.W. 2005. The Lack ofConsensus about. Strategic Consensus: Advancing Theory and Research. Journalof Management, 31 (5), pp. 719–737. In Yu‑Ping Chen, Yu‑Shan Hsua, & FelixWai‑Kwong Yip (2011). Friends or rivals: comparative perceptions of human reso‑urce and line managers on perceived future firm performance. The InternationalJournal of Human Resource Management, 22 (8), pp. 1703–1722.
25. Kim, S., Wright, & P. M. (2011). Putting Strategic Human Resource Management inContext: A Contextualized Model of High Commitment Work Systems and ItsImplications in China. Management and Organization Review, 7 (1), pp. 153–174.
26. EDUCATION OF ECONOMISTS AND MANAGERS No. 3 (33) 2014_Hoffmann22 Kinga HoffmannLawler, E.E. III, & Mohrman, S. A. (2003). Creating a Strategic Human ResourcesOrganization. An Assessment of Trends and New Directions, Palo Alto, CA:Stanford University Press.
27. Lawler, E.E. III. (2005). From Human Resource Management to OrganizationalEffectiveness. Human Resource Management, 44, pp. 165–169. In Yu‑Ping Chen,Yu‑Shan Hsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: comparativeperceptions of human resource and line managers on perceived future firmperformance. The International Journal of Human Resource Management, 22 (8),pp. 1703–1722.
28. March, J. G., & Sutton, R. I. (1997). Organizational Performance as a DependentVariable. Organization Science, 8 (6), pp. 698–706.
29. Mesjasz, J. (2011). Efektywność pracowników w perspektywie ekonomicznej i psy‑chologicznej. In B. Urbaniak, (Ed.), Efektywność zarządzania zasobami ludzkimi,pp. 53–60. Łódź: Wydawnictwo Uniwersytetu Łódzkiego.
30. Ming‑Ten, T., Li‑Min, C., & Hsieh, W. (2005). Development of a Human ResourceManagement Effectiveness Measurement Model in Taiwan. Journal of AmericanAcademy of Business, Cambridge, 6 (2), pp. 44–48.
31. Nehles, A. C., van Riemsdijk, M., Kok, I., & Loois, J. K. (2006). ImplementingHuman Resource Management Successfully: A First‑Line Management Challenge.
32. Management Revue, 1 (3), pp. 256–273.
33. Paauwe, J. (2004). HRM and Performance: Unique Approach for Achieving Long‑TermViability, Oxford, Oxford University Press. In Yu‑Ping Chen, Yu‑Shan Hsua,& Felix Wai‑Kwong Yip (2011). Friends or rivals: comparative perceptions ofhuman resource and line managers on perceived future firm performance. TheInternational Journal of Human Resource Management, 22 (8), pp. 1703–1722.
34. Paauwe, J. (2009). HRM and Performance: Achievements, Methodological Issues andProspects. Journal of Management Studies, 6, 129–142. In Yu‑Ping Chen, Yu‑ShanHsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: comparative perceptionsof human resource and line managers on perceived future firm performance. TheInternational Journal of Human Resource Management, 22 (8), pp. 1703–1722.
35. Phillips, J. J. (1999). Accountability in human resource management. Woburn:Butterworth‑Heinemann.
36. Phillips, J. J. (2007). Measuring ROI. Fad, fact, or fantasy?, T+D [serial online]. 61 (4).
37. Phillips, J. J., & Zuniga, L. (2008). Costs and ROI: Evaluating at the Ultimate Level. SanFrancisco: John Wiley and Sons.
38. Phillips, J. J., Phillips, P. P., & Stone, R. D. (2001). The human resources scorecard:measuring the return on investment. Woburn: Butterworth‑Heinemann.
39. Phillips, J. J., Stone, R. D., & Phillips, P. P. (2003). Ocena efektywności w zarządzaniuzasobami ludzkimi. Kraków: Human Factor.
40. Pocztowski, A. (Ed.) (2002). Międzynarodowe zarządzanie zasobami ludzkimi. Kraków:Oficyna Ekonomiczna.
41. EDUCATION OF ECONOMISTS AND MANAGERS No. 3 (33) 2014_HoffmannMeasuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context) 23Prins, P. D., & Henderickx, E. (2007). HRM Effectiveness in Older People’s andNursing Homes: The Search for Best (Quality) Practices. Nonprofit and VoluntarySector Quarterly, 36 (4), pp. 549–571.
42. Richard, O. C., & Brown Johnson, N. (2004). High performance work practices andhuman resource management effectiveness: substitutes or complements? Journalof Business Strategies, 21 (2), pp. 133–148.
43. Safar, M. (2002). Financial Reporting in Central Governmen. Journal ofDanesh‑E‑Hesabrasi, 2, 36–45. In Talebnia, G. & Dehkordi, B. B. (2012). Studyof relation between effectiveness audit and management audit. GSTF BusinessReview, 2 (1), pp. 92–97.
44. Stępień, J. B. (2001). Mierniki funkcji kadrowej I, II, III. Personel i Zarządzanie,pp. 13–15.
45. Suchodolski, A. (2011). Organizacja procesu rozwoju pracowników w firmach polskichi międzynarodowych. In B. Urbaniak (Ed.), Efektywność zarządzania zasobami ludz‑kimi, pp. 277–286. Łódź: Wydawnictwo Uniwersytetu Łódzkiego.
46. Talebnia, G., & Dehkordi, B. B. (2012). Study of relation between effectiveness auditand management audit. GSTF Business Review, 2 (1), pp. 92–97.
47. Templer, A. J., & Cattaneo, R. J. (1995). A model of human resources managementeffectiveness. Revue Canadienne des Sciences de l’Administration, 12 (1), pp. 77–88.
48. Urlich, D. (1989). Assessing human resource effectiveness: stakeholder, utility, andrelationship approaches. Human Resource Planning, 12 (4), pp. 301–315. In Yu‑PingChen, Yu‑Shan Hsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: compara‑tive perceptions of human resource and line managers on perceived future firmperformance. The International Journal of Human Resource Management, 22 (8),pp. 1703–1722.
49. Way, S. A., Thacker, J. W. (2001). The successful implementation of strategic humanresource management practices: A Canadian survey. International Journal ofManagement, 18 (1), pp. 25–32.
50. Wheeler, A. Halbesleben, J. R. B., Harris, & K. J. (2012). How job‑level HRM effec‑tiveness influences employee intent to turnover and workarounds in hospitals.
51. Journal of Business Research, 65 (4), pp. 547–554.
52. Wheeler, A. R., Harris, K. J., & Harvey, P. (2010). Moderating and mediating the HRMeffectiveness – intent to turnover relationship: The roles of supervisors and jobembeddedness. Journal of Managerial Issues, 22 (2), pp. 182–196.
53. Yu‑Ping Chen, Yu‑Shan Hsua, & Felix Wai‑Kwong Yip (2011). Friends or rivals: compa‑rative perceptions of human resource and line managers on perceived future firmperformance. The International Journal of Human Resource Management, 22 (8),pp. 1703–1722.
54. Yusliza (2012). Human Resource Competencies and Their Relationship with HumanResource Management. Effectiveness International Proceedings of EconomicsDevelopment and Research, 57, pp. 1–5.
55. EDUCATION OF ECONOMISTS AND MANAGERS No. 3 (33) 2014_HoffmannYusoff, Y. M., Abdullah, H. S., & Baharom, A. (2010). HRM Effectiveness within theRole of HRM Department at the Large Companies in Malaysia. InternationalJournal of Business & Management Science, 3 (1), pp. 1–16.
56. Zupan, N., & Kase, R. (2007). The role of HR actors in knowledge networks.
57. International Journal of Manpower, 28 (3/4), pp. 243–259.