摘要：In recent years companies have begun to implement a series of human resource manage-ment (HRM) practices that are referred to in the literature as high-performance or high-com-mitment. Among others these practices include employee involvement, training and organ-isational incentive plans. In this study we attempt to determine how and to what extent theadoption of this type of practices affects the firm's performance record. We focus specificallyon the impact HRM has on operational performance. Moreover, we test if the impact of high-commitment practices on firm performance is contingent on the strategy followed by thefirm. We try to detect possible differences in the relationship between HRM and the differ-ent kinds of operational results (efficiency, quality, and time). For this aim we use a databasecovering an initial sample of 965 factories each with a workforce of over 50 employees. Webegin with a review of the literature before going on to present the descriptive statistics forthe variables to be used and, finally, testing the relationship between HRM and operationalperformance through the estimation of several ordered probit models. Our results reveal thepresence of a positive, statistically significant correlation between the adoption of high-com-mitment practices and improvements in quality and time-based performance. We also findthat this effect is universal and not dependent on the strategy used by the firm
