Developing high performance working through case study evidence

Abstract

Purpose

This paper aims to theoretically proffer and empirically evidence five inter-related high performance working (HPW) groupings of value to practitioners interested in developing HPW in their organizations.

Design/methodology/approach

The empirical research is based on three UK-based qualitative case studies. Data are drawn from nine in-depth interviews with managers (three from each case) and three subsequent focus groups (one in each case). Focus groups comprised six, eight, and four employee (non-manager) interviewees.

Findings

The empirical findings validate the theoretical importance of the five identified HPW groupings. More, they imply a number of relationships within and between the five groupings, confirming the need to view the groupings collectively and dynamically.

Originality/value

The five HPW groupings provide a foundation for further research to closely evaluate the dynamism within and across the groupings. They also offer practical types of human resource interventions and actions for practitioners to evaluate the strengths and weaknesses of HPW in their organizations.

Citation

Grant, K. and Maxwell, G.A. (2018), "Developing high performance working through case study evidence", Development and Learning in Organizations, Vol. 32 No. 2, pp. 5-8. https://doi.org/10.1108/DLO-03-2017-0028

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