Oxford Handbook of Human Resource Management

Table 14.1 (continued )Study

Sample

Independent variables(IV)

Dependent variables(DV)

Results

De aney andHuse d (1996)

727 USorgan zat onsdrawn fromNat onaOrgan zat onsSurvey (51%response rate)

Number of app cantscons dered for eachpos t on (staff ngse ect v ty): 3 temsfor 3 d fferent pos t ons(Æ

¼

.66)

1. Perce ved org.

performance

2. Perce ved market

performance

1. Staff ng se ect v ty genera y not re ated to perce ved org.

performance, but to perce ved market performance.

2. Genera y robust resu ts: no moderator effects d fferent at ng

for-prof t and non-prof t organ zat ons.

Koch andMcGrath(1996)

495 US bus nessun ts (for a 7%response rate)

Recru tment pract cesnc uded n 2 of 3 HRndexes:1. HR p ann ng ndex:

Staff ng p ans andeva uat on of h r ngpract ces

2. Investments n

h r ng: Recru tmentntens ty andeva uat on ofrecru tment sources

Labor product v ty: Netsa es per emp oyee

1. HR p ann ng ndex pos t ve y assoc ated (

â

¼

.36 and .27,

respect ve y) w th product v ty.

2. H r ng ndex pos t ve y assoc ated (

â

¼

.10 and .07, respect ve y) w th

product v ty.

3. Both ndexes nteracted w th cap ta ntens ty (betas of nteract on

terms were .29 and .04, respect ve y).

Turban andGreen ng(1996)

189 UScompan es

Corporate soc aperformance (CSP)

Emp oyer attract veness

CSP—espec a y the d mens ons of emp oyee re at ons (

â

¼

.16) and

product qua ty (

â

¼

.19)—pos t ve y pred cted emp oyer attract veness,

above and beyond the effects of asset s ze (

â

¼

.14) and prof tab ty

(â

¼

.19).