... it is impossible to measure, organisations do not operate in a vacuum and it is difficult to pinpoint exact reasons behind performance, especially when linking it to HRM. J. Addison and C. Belfield carried out a survey to test organisation performance using cross-sectional data from the 1998 Workplace Employee Relations Survey (WERS 1998). This review discussed whether HRM, specifically employee representation, contingent pay and efforts to boost employee moral affect a set of economic and industrial relations indicators. This survey was a replicate of earlier research carried out by Fernie and Metcalf (1995) who used data from the 1990 Workplace Employee Relations Survey (WERS 1990). Fernie and Metcalf reported that the presence of communication channels, efforts to boost employee involvement and financial incentive schemes led to improved productivity levels and growth. Therefore linking HRM to the organisation's bottom line. By carrying out the same survey using data eight years on, J. ...

See this essay or coursework document in full right now