The Impact of Human Resource Management on Operational Performance: Empirical Study on Manufacturing Plants in China

The interest in strategic human resource management (HRM) has spawned a number of studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to examine the impact of HRM practices on operational performance, such as cost, quality, flexibility and time, and especially lack of empirical studies in the context of China. This paper attempts to explore the efficiency of seven HRM practices proposed by Delery & Doty in China, focusing primarily on effects of these practices on manufacturing. The findings provide overall support for Delery & Doty's seven HRM practices and system and empirically validate for manufacturing plants in China.