STRATEGY, CORE COMPETENCE, AND HR INVOLVEMENT AS DETERMINANTS OF HR EFFECTIVENESS AND REFINERY PERFORMANCE

This study examines the impact of strategy, core competence, and invol vement of HR executives in strategic decision making on the refinery m anagers' evaluation of the effective of HR and out refinery performanc e among 86 U.S. petrochemical refineries. Survey results indicated tha t higher involvement of HR in organizational strategy was strongly rel ated to perceptions of HR effectiveness, and that the relationship was strongest to the extent that refineries pursued a product innovation strategy and viewed shilled employees as their core competence. HR inv olvement was unrelated to refinery performance but was actually negati vely related when refineries emphasized efficient production as their core competence. (C) 1998 John Wiley & Sons, Inc.