如何利用人力资源管理实践获取竞争优势是管理学者与企业实践工作者关注的一项重要议题.基于京津冀地区164家高新技术企业的调查数据,采用结构方程模型对人力资源管理实践、组织氛围强势与企业绩效的关系机理进行了统计检验.结果显示:(1)激励实践对企业绩效的直接效应显著,是企业的最佳人力资源管理实践;(2)“招聘与激励”、“培训与激励”的横向匹配能够促进企业绩效提升;(3)招聘、培训、激励、“招聘与培训”横向匹配能够通过构筑强势的组织氛围进而促进企业绩效的提升.%Strategic human resource management (HRM) scholars proposed that HRM systems can be socially complex and causally ambiguous in how they can enhance firm performance,and could be a source of sustainable competitive advantage.Therefore,applying western strategic HRM theories to examine employee management status of China's high technology firms,theoretical and empirical works are needed to thoroughly explore whether best HRM practices and best horizontal fit in HRM practices combination exist.In the era of knowledge economy,the value conversion efficiency of human capital resources is determined by employee initiative motivations in modem business organizations.The most direct context factor that influences employee attitudes and behaviors is organizational climate that emerges (at the aggregate level) from common psychological climate perceptions (at the individual level).When HRM system is perceived as high in distinctiveness,consistency,and consensus,it will create a strong organizational climate,which helps standardize and restrain employee attitudes and behaviors.Based on questionnaire data from 164 high technology firms in Beijing-Tianjin-Hebei region,this paper builds structure equation models to examine the relationships between HRM practices,organizational climate,and firm performance.In the first part,the direct effects of recruitment,training,and incentive practices on high technology firm performance are discussed.Incentive practices can directly enhance firm performance.As a main method to motivate employees' work enthusiasm,incentive practices are universally effective in managing every firm's employees.The direct effects of recruitment and training practices on firm performance are not significant,which may be mediated by human capital.In the second part,the horizontal fit of ‘recruitment and incentive practices’,‘training and incentive practices’,and ‘recruitment and training practices’ is discussed.Although recruitment and training practices have non-significance effects on high technology firm performance,they can horizontally fit with incentive practices to enhance firm performance.However,the horizontal fit of recruitment and training practices can not directly enhance firm performance.Thus,they don't play source role when obtaining sustainable competitive advantage.In the third part,the mediating role of organizational climate is discussed as HRM practices and their horizontal fit affect high technology firm performance.When recruitment,training,incentive practices,‘recruitment and training practices’ horizontal fit are perceived as high in distinctiveness,consistency,and consensus,they will create strong organizational climate to increase firm performance.Under the isolating mechanisms,‘recruitment and incentive practices’ and ‘training and incentive practices’ horizontal fit may create a cognitive dilemma to employees,which has a negative or non-significant effect on organizational climate.In summary,not all HRM practices are best practices and show horizontal fit.As long as HRM practices and their horizontal fit are perceived as high in distinctiveness,consistency,and consensus by employees,they can create organizational climate to enhance firm performance.
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