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dc.contributor.authorCollins, Christopher J.
dc.contributor.authorAllen, Matthew
dc.date.accessioned2020-11-25T14:54:11Z
dc.date.available2020-11-25T14:54:11Z
dc.date.issued2006-03-01
dc.identifier.other186268
dc.identifier.urihttps://hdl.handle.net/1813/77287
dc.description.abstractIn this study, we found evidence that groups of HR practices that represent different strategies for managing employees were significantly related to the financial performance of small companies. In particular, we found that an employee selection strategy based on person-organization fit, employee management strategy based on self-management, and employee motivation and retention strategy based on creating a family-like environment were all significantly related to firm performance in terms of revenue and profit growth. In addition, we found that the relationships between these HR strategies and firm performance were stronger in firms that face greater competition, are pursuing growth strategies, and are larger in size.
dc.language.isoen_US
dc.subjectCAHRS
dc.subjectILR
dc.subjectcenter
dc.subjecthuman resource
dc.subjectstudies
dc.subjectadvanced
dc.subjectHR practice
dc.subjectmanaging employees
dc.subjectfinancial performance
dc.subjectsmall companies
dc.subjectemployee
dc.subjectstrategy
dc.subjectrevenue
dc.subjectprofit growth
dc.titleResearch Report on Phase 4 of Cornell University/Gevity Institute Study Human Resource Management Practices and Firm Performance in Small Businesses: A Look at the Effects of HR Practices on Financial Performance and Turnover
dc.typepreprint
dc.description.legacydownloadsWP06_10_Research_Report_on_Phase_4_.pdf: 1734 downloads, before Oct. 1, 2020.
local.authorAffiliationCollins, Christopher J.: cjc53@cornell.edu Cornell University
local.authorAffiliationAllen, Matthew: Cornell University


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