The impact of HR political skill in the HRM and organisational performance relationship

Research output: Contribution to journalArticleResearchpeer-review

Abstract

The first aim of this study was to test empirically the effect of HR political skill on the relationship between high involvement work practices and organisational performance. A second aim was to test empirically whether an HR executive can use their political skill advantageously within strategic decision-making processes in order to affect organizational performance. Survey responses from 180 HR executives in medium to large employers have been analysed and the results confirm that the political skill of the HR executive strengthens the positive relationship between high involvement work practices and perceived organisational performance, and also strengthens the positive effect of HR involvement in strategic decision-making on organisational performance. The research provides evidence that HR political skill is important both in reinforcing the impact of human resource management (HRM) and the opportunity for HR to be part of strategic decisions.
Original languageEnglish
Pages (from-to)161 - 181
Number of pages21
JournalAustralian Journal of Management
Volume41
Issue number1
DOIs
Publication statusPublished - 2016

Cite this

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title = "The impact of HR political skill in the HRM and organisational performance relationship",
abstract = "The first aim of this study was to test empirically the effect of HR political skill on the relationship between high involvement work practices and organisational performance. A second aim was to test empirically whether an HR executive can use their political skill advantageously within strategic decision-making processes in order to affect organizational performance. Survey responses from 180 HR executives in medium to large employers have been analysed and the results confirm that the political skill of the HR executive strengthens the positive relationship between high involvement work practices and perceived organisational performance, and also strengthens the positive effect of HR involvement in strategic decision-making on organisational performance. The research provides evidence that HR political skill is important both in reinforcing the impact of human resource management (HRM) and the opportunity for HR to be part of strategic decisions.",
author = "Sheehan, {Cathy Robyn} and {De Cieri}, {Helen Louise} and Brian Cooper and Brooks, {Robert Darren}",
year = "2016",
doi = "10.1177/0312896214546055",
language = "English",
volume = "41",
pages = "161 -- 181",
journal = "Australian Journal of Management",
issn = "0312-8962",
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AU - Sheehan, Cathy Robyn

AU - De Cieri, Helen Louise

AU - Cooper, Brian

AU - Brooks, Robert Darren

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AB - The first aim of this study was to test empirically the effect of HR political skill on the relationship between high involvement work practices and organisational performance. A second aim was to test empirically whether an HR executive can use their political skill advantageously within strategic decision-making processes in order to affect organizational performance. Survey responses from 180 HR executives in medium to large employers have been analysed and the results confirm that the political skill of the HR executive strengthens the positive relationship between high involvement work practices and perceived organisational performance, and also strengthens the positive effect of HR involvement in strategic decision-making on organisational performance. The research provides evidence that HR political skill is important both in reinforcing the impact of human resource management (HRM) and the opportunity for HR to be part of strategic decisions.

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