Article Critique

This article explored the political influence avenues, namely; i) BOD membership, ii)
decision-making processes, iii) CEO support and iv) organizational support through five
hypotheses. Researchers gathered 441 HRM managers’ responses from industry groups,
including manufacturing, health and community services, and education in Australia. The
survey studied; i) the role of HRM, HRM policy design, and the measurement of HRM’s
contribution to perceived organizational performance and ii) investigating the role of HRM
representatives in strategic decision-making processes.

Multiple regression was used with perceived organizational performance as the

dependent variable. Perceived organizational performance was regressed on the control
variables of different correlative elements. Researchers also utilized political influence theory
to shape the understanding. Results provided no moderating effect of any of the variables
used on the HRM policy connectedness–perceived organizational performance relationship.
H1 (r = .07, 95% CI: –.02 to .16) showed no statistically significant relationship; H2 received
partial support; H3 Both CEO support (β = .15, 95% CI: .05 to .26) and organizational
support (β = .16, 95% CI: .05 to .27) showed positive effects. Taken together, these supported
H3 and H4 on the effect of CEO and organizational support for HRM initiatives on perceived
organizational performance. H5 (β = .24, 95% CI: .15 to .34) showed a positive relationship
with perceived organizational performance.

Despite comprehensive analysis, other instruments like interviews can also be

integrated in the study. The researchers relied heavily on the survey which created loops that
are inconsistent with previous academicians such as Bowen and Ostroff (2004) and Wright et
al. (2005).

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