ABSTRACT
Keywords: human resource practices, rm growth, selective hiring, compensation policy
Introduction e extent to which, if any, human resource management (HRM) impacts on organizational performance has emerged as the central research question in the personnel/HRM eld (see Becker and Gerhart, 1996; Guest, 1997 for reviews). Although initial results indicate that some human resources practices may have a positive eect on organizational performance, most scholars suggest that more conceptual and empirical work is required (Brewster, 2004; Cardon and Stevens, 2004; Givord and Maurin, 2004; Zhu, 2004). For the moment, although Human resources (HR) are considered as the most valuable asset in an organization, they make a dierence only for a few organisations (Pfeer, 1998; Wimbush, 2005).
