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Erfolgsauswirkungen der marktorientierten Gestaltung des Personalmanagements

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  • Ruth Stock

    (Universität Karlsruhe)

Abstract

Summary A lot of research has analyzed how companies can enhance their market and customer orientation through adapting organizational structures and systems. The question how the design of the human resources management systems can affect the market orientation and consequently the market performance of the company has been neglected in previous research. This paper develops a conceptualization and operationalization of the market orientation of a company’s human resources management systems. Hypotheses concerning the impact of such a design of human resources management systems on market performance are developed. Within an empirical study across several industries it is demonstrated that market performance is significantly affected by the market oriented design of the human resources management systems. It is also shown that customer-related complexity moderates the link in the sense that the performance effect of market orientation of human resources management is especially strong in the case of high customer related complexity.

Suggested Citation

  • Ruth Stock, 2004. "Erfolgsauswirkungen der marktorientierten Gestaltung des Personalmanagements," Schmalenbach Journal of Business Research, Springer, vol. 56(3), pages 237-258, May.
    • Handle: RePEc:spr:sjobre:v:56:y:2004:i:3:d:10.1007_bf03372736
    DOI: 10.1007/BF03372736
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    References listed on IDEAS

    as
    1. Harris, Lloyd C. & Ogbonna, Emmanuel, 2001. "Strategic human resource management, market orientation, and organizational performance," Journal of Business Research, Elsevier, vol. 51(2), pages 157-166, February.
    2. Albers, Sonke, 1996. "Optimization models for salesforce compensation," European Journal of Operational Research, Elsevier, vol. 89(1), pages 1-17, February.
    3. Homburg, Christian & Stock, Ruth, 2004. "The Link Between Sales People’s Job Satisfaction and Customer Satisfaction in a Business-to-Business Context: A Dyadic Analysis," Publications of Darmstadt Technical University, Institute for Business Studies (BWL) 35550, Darmstadt Technical University, Department of Business Administration, Economics and Law, Institute for Business Studies (BWL).
    4. David E. Guest, 1987. "Human Resource Management And Industrial Relations[1]," Journal of Management Studies, Wiley Blackwell, vol. 24(5), pages 503-521, September.
    5. Christian Homburg & Martin Faßnacht & Christof Günther, 2002. "Erfolgreiche Umsetzung dienstleistungsorientierter Strategien von Industriegüterunternehmen," Schmalenbach Journal of Business Research, Springer, vol. 54(6), pages 487-508, September.
    6. Harry J. Holzer & Richard N. Block & Marcus Cheatham & Jack H. Knott, 1993. "Are Training Subsidies for Firms Effective? The Michigan Experience," ILR Review, Cornell University, ILR School, vol. 46(4), pages 625-636, July.
    7. John R. Hauser & Duncan I. Simester & Birger Wernerfelt, 1994. "Customer Satisfaction Incentives," Marketing Science, INFORMS, vol. 13(4), pages 327-350.
    8. Homburg, Christian & Stock, Ruth, 2004. "The Link between Sales People’s Job Satisfaction and Customer Satisfaction in a Business-to-Business Context: A Dyadic Analysis," Publications of Darmstadt Technical University, Institute for Business Studies (BWL) 60486, Darmstadt Technical University, Department of Business Administration, Economics and Law, Institute for Business Studies (BWL).
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    More about this item

    Keywords

    M12; M31; M5;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M31 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - Marketing
    • M5 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics

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