How the Organizational Learning Process Mediates the Impact of Strategic Human Resource Management Practices on Performance in Korean Organizations. Issue 4 (17th January 2013)

• Record Type: Journal Article
• Authors: Cho, Sei Hyoung; Song, Ji Hoon; Yun, Suk Chun; Lee, Cheol Ki
• Is Part Of: Performance improvement quarterly. Volume 25:Issue 4(2013)
• Page Start: 23
• Page End: 42
• Publication Date: 2013-01-17
• Subjects: Performance technology -- Periodicals; Performance -- Periodicals; Organizational effectiveness -- Periodicals; Employees -- Training of -- Periodicals; Educational technology -- Periodicals; 658.401305
• DOI: 10.1002/piq.21127
• Languages: English
• ISSNs: 0898-5952

Abstract

<abstract abstract-type="main" xml:lang="en"> <title>Abstract</title> <p>The primary purpose of this research is to examine the structural relationships among several workplace‐related constructs, including strategic human resource management (HRM) practices, organizational learning processes, and performance improvement in the Korean business context. More specifically, the research examined the mediating effect of the organizational learning processes at three levels—individual, group, and organizational—to explain the relationship between strategic HRM practices and performance improvement. A total of 640 cases were used for data analysis, with general multivariate analyses and structural equation modeling. The results suggest that the learning processes at the three levels have a significant direct impact on organizational performance and that they also serve as a mediating interaction construct to maximize the effect of strategic HRM practices. The article provides conclusions, discusses the limitations of the research, and makes further recommendations.</p> </abstract>