This dissertation includes three separate but interrelated papers. I attempt to examine the relationships among human resource systems, high performers' organizational commitment and turnover, and firm performance at the individual as well as organizational levels. First, I show that high performance (commitment) work systems influence organizational commitment of high performers at the individual level. Second, I report that high performer turnover mediates the relationship between high performance work systems and firm performance at the organizational level. Third, I argue and empirically show that high performer turnover could be detrimental for firm performance, but the degree of human resource investment in employee training and development and firm reputation could moderate the relationship between high performer turnover and firm performance.
|School:||University of Illinois at Urbana-Champaign|
|School Location:||United States -- Illinois|
|Source:||DAI-A 70/06, Dissertation Abstracts International|
|Subjects:||Management, Occupational psychology, Labor relations|
|Keywords:||Firm performance, Firm reputation, High performer, Human resource systems, Organizational commitment, Turnover|
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