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diating process between human resource practices and firm performance a 'black box' . Many researchers have recently emphasized the need to understand what lies within the 'black box'. .

绩效——Performance

人力资源实践——Human Resource Practices

黑盒里是什么?——What lies inside the Black-Box?

One of the major theoretical frameworks used to analyze what lies inside the black-box is 'behavioral perspective' of strategic human resource management put forward by Schuler and Jackson . Behavioral perspective propagates that specific (and of course required) employee behavior can be elicited through carefully crafted organizational human resource practices . Behavioral approach to the study of employer-employee relationship is one of the original perspectives in the field of strategic human resource management with other approaches like resource based view (RBV), cybernetic systems coming from fields like organizational economics and systems theory . Basic tenets of behavioral perspective are rooted in the logic that different organizational strategies require different employee behavior to successfully implement them, and HR practices are the tools through which employer tries to elicit those required behavior. The 1984 study of Miles and Snow categorizing businesses as defender, prospector, analyzer and reactor on the basis of their operational strategies and then proposing a different set of HR practices for every strategy type is a classic example of use of behavioral perspective for designing firm's personnel practices. It is pertinent to note that by its very nature the behavioral perspective emphasizes the role of work-behavior in effective implementation of strategy and the resulting organizational performance. Despite its originality and importance in SHRM domain very few studies have empirically investigated the mediating role of employee behavior in HRP-Performance relationship as envisaged by the behavioral perspective. Further, the behavioral perspective does not outline the mechanics through which HR practices stimulate behavior and exactly which and how employee behaviors lead to improved organizational performance.

Social exchange theory (SET) and 'norm of reciprocity' provides useful framework to understand the mechanics of how organizational human resource practices transform into employee behavior. SET views employment as a social exchange . As such employer and employee not only transact tangible resources as money and service rather they also exchange intangible resources as respect and support . The concept of 'social exchange' is different from that of 'economic exchange' as the formal is of more contractual nature where certain reward is contingent upon the performance of a certain behavior. Usually the responsibilities of both employer and employee are legally defined and enforceable under the law of the land . The example of 'economic exchange' is paycheck received by employees for the performance of their duties as per agreed terms and conditions. In contrast, social exchange is based on the trust between two parties - employer and employee -, without any explicit definition, means or timing of reciprocation. The nature of social exchange on other hand is unspecified, not defined by law and based on mutual trust that both the partner in exchange process will live up to expectat本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。