Human Resource Management 1999

Linking individual performance to business strategy: The people process model

Lynda Gratton¹; Veronica Hope Hailey²; Philip Stiles^3,4; Catherine Truss⁵

¹ London Business School · ² Cranfield University · ³ IMS Unison University · ⁴ University of Cambridge · ⁵ Kingston Business School

Abstract

During the last five years, a team of researchers has worked with the senior human resource (HR) teams of seven large companies with United Kingdom operations. This research initiative has focused on a number of aims, one of which has been to understand and model how business strategies are translated through human resource strategies and people processes into individual and organizational performance. This article summarizes the key findings, provides a map of how this translation takes place in these companies, and discusses why some people processes are more strongly linked to business strategy.

DOI

10.1002/(sici)1099-050x(199921)38:1<17::aid-hrm3>3.0.co;2-a

Sources

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APA 7 MLA 9 Chicago (author–date) Harvard Elsevier Harvard (JFE, JBF…) The Accounting Review Academy of Management American Marketing Association INFORMS (Management Science) Copy citation Copied ✓