Strategic Human Resource Management At The Crossroads: Relationships Among Human Resource Capital, Overlapping Tenure, Behaviors, And Performance

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dc.contributorHarris, Christopheren_US
dc.date.accessioned2009-09-16T18:16:52Z
dc.date.accessioned2011-08-24T21:42:15Z
dc.date.available2009-09-16T18:16:52Z
dc.date.available2011-08-24T21:42:15Z
dc.date.issued2009-09-16T18:16:52Z
dc.date.submittedJanuary 2009en_US
dc.description.abstractEmpirical work in strategic human resource management has tended to focus solely on the relationship between human resource practices and firm performance. This study attempts to shift the focus of strategic human resource management to the human resource pool to examine the influence that the human resource has on performance. Additionally, this study examines the social capital variable of overlapping tenure, which is the amount of time individuals have worked together towards common performance outcomes. The resource-based view of the firm is employed as the guiding theoretical framework in which to examine the relationships of human capital and social capital with performance. This study also addresses a gap in the strategic human resource management literature by examining human resource behaviors. Following the systems perspective of strategic human resource management this study tests relationships among human capital, social capital, human resource behaviors, and performance.en_US
dc.identifier.urihttp://hdl.handle.net/10106/1659
dc.language.isoENen_US
dc.publisherManagementen_US
dc.titleStrategic Human Resource Management At The Crossroads: Relationships Among Human Resource Capital, Overlapping Tenure, Behaviors, And Performanceen_US
dc.typePh.D.en_US

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