Studying Human Resource Management Strategies And Organizational Performance

Since the21st century, as technology transforms rapidly, global economic integration goes even further. Especially the economic growth of the world’s major economies entered into the weak cycle due to the2008financial crisis.The competition among enterprises has become increasingly intense by rising costs, trade protection, weakening consumer demand, etc. In this context, the importance of human resources in the enterprise management is increasingly evident.In order to better help and guide enterprise human resource management practices, one should develop and study the effects of human resources strategies on organizational performance. The results reveals that the transmission mechanism between the two is crucial. This study focused on the organization dynamic capabilities and discussed how human resources strategies could better coordinate the competitive strategies in order to promote enterprise’s own dynamic capability development in order to deal with and adapt to change in the external environment and achieve a good level of performance with lasting competitive advantage.Based on the theoretical literature, we put forward our framework and hypotheses. Then through interviews and questionnaire survey, we tested those hypotheses.In the interview study, we interviewed12senior managers in nine companies. The classification dimensions of human resources strategy and competitive strategy, and dynamic capabilities were proved, and the relationship between the human resources strategy, corporate strategy and dynamic capabilities was analyzed.Through205questionnaires collected among managers and employees, statistical analysis was conducted to further test hypotheses. The following conclusions were obtained.1.It has shown a significant positive correlation between corporate human resource strategy and organizational performance, and dynamic capabilities which serves as an intermediary between the two.2.There is a significant positive correlation between corporate human resources strategy and the dynamic capabilities. Training and development, employee participation and pay incentives affected the dynamic capabilities and its three dimensions.3.Correlation between corporate human resource strategy and competitive strategy prove to support dynamic capabilities for the interpretation of corporate performance. Different competitive strategies affected differently in relationship between HR strategies and three dimensions of dynamic capabilities. Quality-oriented and innovation-oriented competitive strategy helped enhance the identification capability of the company’s threats and opportunities.The theoretical implications and practical values were discussed on the basis of the main results of this study.