Contrarian human resource investments and financial performance after economic downturns

Charles R. Greer, Timothy C. Ireland, John R. Wingender

Research output: Contribution to journalArticle

9 Citations (Scopus)

Abstract

The financial performance of companies pursuing the "contrarian" human resource (HR) practice of countercyclical hiring (CCH) was examined in this research. A strong positive relationship was found between a lagged market measure of financial performance and executives' perceptions of the extent to which their companies pursued CCH practices. We also examined the financial impact of rationales motivating companies to engage in CCH or that influenced its practice. Two such rationales or influences had strong positive impacts on financial performance. These were facilitation of affirmative action and HR planning for avoidance of personnel shortages.

Original languageEnglish
Pages (from-to)249-261
Number of pages13
JournalJournal of Business Research
Volume52
Issue number3
DOIs
StatePublished - Jun 2001

Fingerprint

Economics
Research
Economic downturn
Financial performance
Human resources
Hiring
Investment performance
Rationale
Human resource practices
Affirmative action
Facilitation
Personnel
Shortage
Avoidance
Human resource planning

All Science Journal Classification (ASJC) codes

  • Marketing
  • Applied Psychology

Cite this

Contrarian human resource investments and financial performance after economic downturns. / Greer, Charles R.; Ireland, Timothy C.; Wingender, John R.

In: Journal of Business Research, Vol. 52, No. 3, 06.2001, p. 249-261.

Research output: Contribution to journalArticle

@article{bd0105d7e0764cb0b3afb4bb19ef898f,
title = "Contrarian human resource investments and financial performance after economic downturns",
abstract = "The financial performance of companies pursuing the {"}contrarian{"} human resource (HR) practice of countercyclical hiring (CCH) was examined in this research. A strong positive relationship was found between a lagged market measure of financial performance and executives' perceptions of the extent to which their companies pursued CCH practices. We also examined the financial impact of rationales motivating companies to engage in CCH or that influenced its practice. Two such rationales or influences had strong positive impacts on financial performance. These were facilitation of affirmative action and HR planning for avoidance of personnel shortages.",
author = "Greer, {Charles R.} and Ireland, {Timothy C.} and Wingender, {John R.}",
year = "2001",
month = "6",
doi = "10.1016/S0148-2963(99)00108-3",
language = "English",
volume = "52",
pages = "249--261",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier Inc.",
number = "3",

}

TY - JOUR

T1 - Contrarian human resource investments and financial performance after economic downturns

AU - Greer, Charles R.

AU - Ireland, Timothy C.

AU - Wingender, John R.

PY - 2001/6

Y1 - 2001/6

N2 - The financial performance of companies pursuing the "contrarian" human resource (HR) practice of countercyclical hiring (CCH) was examined in this research. A strong positive relationship was found between a lagged market measure of financial performance and executives' perceptions of the extent to which their companies pursued CCH practices. We also examined the financial impact of rationales motivating companies to engage in CCH or that influenced its practice. Two such rationales or influences had strong positive impacts on financial performance. These were facilitation of affirmative action and HR planning for avoidance of personnel shortages.

AB - The financial performance of companies pursuing the "contrarian" human resource (HR) practice of countercyclical hiring (CCH) was examined in this research. A strong positive relationship was found between a lagged market measure of financial performance and executives' perceptions of the extent to which their companies pursued CCH practices. We also examined the financial impact of rationales motivating companies to engage in CCH or that influenced its practice. Two such rationales or influences had strong positive impacts on financial performance. These were facilitation of affirmative action and HR planning for avoidance of personnel shortages.

UR - http://www.scopus.com/inward/record.url?scp=0041370196&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0041370196&partnerID=8YFLogxK

U2 - 10.1016/S0148-2963(99)00108-3

DO - 10.1016/S0148-2963(99)00108-3

M3 - Article

VL - 52

SP - 249

EP - 261

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

IS - 3

ER -