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Cambridge Journal of Economics Advance Access originally published online on October 23, 2008
Cambridge Journal of Economics 2009 33(2):253-272; doi:10.1093/cje/ben037
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Right arrow D02 - Institutions: Design, Formation, and Operations
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© The Author 2008. Published by Oxford University Press on behalf of the Cambridge Political Economy Society. All rights reserved.

Human resource management and performance in European firms

Marian Rizov and Richard Croucher*

* Middlesex University Business School, UK (MR, RC) and Wageningen University, The Netherlands (MR)

Address for correspondence: Marian Rizov, Middlesex University Business School, The Burroughs, Hendon NW4 4BT, UK; email: m.rizov{at}mdx.ac.uk

We develop a theoretical framework to examine three hypotheses on the relationship between human resource management (HRM) practices and organisational performance in European firms. The first is that collaborative forms of HRM practice are more strongly associated with superior firm performance than calculative forms. The second is that these associations are strongest where national institutional and normative settings support them. The third is that employer–employee consultative committees and collective payment methods are also associated with superior firm performance. The first two propositions are strongly empirically supported, as is the third, albeit more weakly. The implications of the findings for European policy and Varieties of Capitalism theory are discussed.

Key Words: HRM practices • Labour extraction function • Firm performance • Institutions • European social model • Varieties of capitalism

JEL classifications: D02, D23, J24, J33, J50

Manuscript received September 25, 2007; final version received July 21, 2008.


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