摘要：Several studies have shown a positive association between effective human resource management (HRM) practices and organizational performance (Becker & Huselid, 1998; Huselid, 1995). Despite several studies that exposed the positive effects of HRM on an organization’s performance, the main reason why this study is conducted is that there are several problems that were not fully addressed in previous studies. First, there is no harmony on how and what to measure regarding effective HRM practices. Although it would be impossible to measure each HRM practice carried out at workplaces, HRM researchers and practitioners should agree on the representative HRM items that are the most influential in terms of boosting an organization’s lower staff (bottom line). This unsettled issue of measurement items of HRM creates difficulties when applying the findings of such academic studies to the workplace and when comparing results across the studies.
