Publication Date

August 1997

Abstract

This study examined the impact strategy, core competence, and involvement of HR executives in strategic decision making on the refinery managers' evaluation of the effectiveness of HR and refinery performance among 86 U.S. petro-chemical refineries. Survey results indicated that higher involvement of HR in organizational strategy was strongly related to perceptions of HR effectiveness, and that the relationship was strongest to the extent that refineries pursued a product innovation strategy and viewed skilled employees as their core competence. HR involvement was unrelated to refinery performance, but was actually negatively related to the extent that refineries emphasized efficient production as their core competence.

Comments

Suggested Citation
Wright, P. M., McMahan, G. C., McCormick, B. & Sherman, W. S. (1997). Strategy, core competence and HR involvement as determinants of HR effectiveness and refinery performance (CAHRS Working Paper #97-16). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
http://digitalcommons.ilr.cornell.edu/cahrswp/157



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