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This article aims to explore how a system of human resource management (HRM) influence firm performance in a professional service context. It integrates theory and research findings. The system of HRM practices are as high performance work systems (HPWS). In this article, it is proposed that influence firm performance through two steps: (1) by creating resources of, social and organizational capital; and (2) by efficient uses of these resources. indicates that firms using higher level of HPWS will experience better performance. underlying mechanism is that HPWS first promote employees’ ability, , and opportunities; that is, the resources. These resources then facilitate uses process, which is represented by 4 means: (1) sensing the changes in external environment; (2) team formation and utilization; (3) leveraging knowledge seniors to juniors; and (4) combining and exchanging knowledge. Uses lead to higher organizational performance. This approach is called the -resources-uses-performance linkage model. Employing this linkage process, managers are able to diagnose the requirements for organizational development. can effectively adopt and implement HPWS. This article introduces a perspective for investigating the underlying mediating mechanisms that explain link between HPWS and Professional Service Firm (PSF) performance.
Na Fu (Sun,) studied this question.