Human resource configurations, intellectual capital, and organizational performance.

Throughout the past fifteen years researchers have examined the link between human resource (HR) activities and organizational-level performance. Many of the early studies in this area simply gazeed at the performance impacts of individual HR practices of that kind as staffing, training, and compensation in isolation. More new HR studies have tended to take a more holistic approach to HR by the agency of focusing on the performance impacts of a whole s or configurations of multiple HR activities (eg Huselid, 1995; MacDuffie, 1995; Youndt et al., 1996) While one as well as the other of these lines of research have demonstrated that HR activities can have a positive influence upon organizational ...