HRM practices and knowledge processes outcomes
Subtitle: empirical evidence from a quasi-experiment on UK SMEs in the tourism hospitality and leisure sector
By: Andreas  Georgiadis,  Christos N.  Pitelis.
Contributors: Pitelis, Christos.; London School of Economics and Political Science. Centre for Economic Performance.
Series: CEP discussion paper -- no. 850
Publisher: Centre for Economic Performance, London School of Economics and Political Science
Published: 2008
Place of publication: London
Language: eng
Format: Electronic resource
Description: This paper presents empirical evidence of the relationship between human resources practices and the effectiveness of a firm to capitalise on investment in knowledge as measured by the returns to innovation and business development expenditure. The empirical design is based on exploiting a natural experiment provided by a policy intervention that offers human resources-related support to small and medium sized enterprises in the UK Tourism Hospitality and Leisure sector. Our findings suggest that businesses that receive support on the area of staff training and development, in HR planning and in staff recruitment and retention generate 100%, 86% and 134% more revenue per pound spend on innovation and business development compared to firms that do not receive such services. Thus, in contrast to existing empirical studies in the field, this evidence supports a strong causal link between human resources and knowledge processes and sheds some light on the "black box" that describes the strategic logic between human resource management and firm performance.
Notes: Title from PDF file (viewed on Oct. 10, 2008).

"February 2008."

Includes bibliographical references.

Also available in print.

System requirements: Adobe Acrobat Reader.

Mode of access: World Wide Web.