mis-sion/purpose (.917; .000); between influence of structure of organization and influnce
of size of the organization (.632, .000); between impact of HRM theory, research
and writings and impact of power and politics (.573; .000); between impact
of education and training in HRM and between impact of HRM theory, research and
writings (.698; .000); between impact of overall HRM strategy and impact of organizational
mission/purpose (.532; .000); between influence of HRM staff’s experiences
in other organizations and impact of an overall HRM strategy (.646; .000);
there is high, significant and positive correlation.