While the attempt to seek human resource management systems that make human resources a truly strategic resource for firms in the new business environment is no longer novel, studies that systematically present theoretical mechanisms for how specifically human resource management systems contribute to firm performance creation, together with empirical analysis, remain scarce. This paper divided the mechanisms of performance creation, which have been the subject of much debate in prior research, into three sub-structural dimensions of human resource management systems—skill formation, motivation, and participation mechanisms—and analyzed their effects on turnover rate and per-capita sales performance using the 2003 Workplace Panel Survey data conducted by the Korea Labor Institute. A research model was examined through empirical data that included the effects of the firm's dynamic environment on commitment-oriented human resource management policies, as well as the effects of such policies on each of these three dimensions of human resource management systems. Additionally, the methodological rigor issues currently discussed in human resource management research were comprehensively examined, and hypotheses were tested using structural equation modeling rather than traditional analytical techniques. The research findings derived are as follows. The dynamic environment has a significant effect on firms' adoption of commitment-oriented human resource management policies. Commitment-oriented human resource management policies have an important effect on the establishment of practices in skill formation, motivation, and participation opportunities, which are the concrete implementation of such policies. The degree of organizational internalization of these three mechanisms has a positive effect on both performance variables, but the magnitude of the effect differs. Skill formation has a significant effect on reducing turnover rate, but the effects of motivation and participation opportunities are minimal. Skill formation and motivation have an important effect on increasing per-capita sales, but participation opportunities have only a minimal effect. While lower turnover rates are associated with increased per-capita sales, this relationship is not at a significant level. The significance and implications of this study's results, limitations, and directions for future research were also discussed.