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Article
Publication date: 28 November 2022

Sonali Narbariya, Mohammad Abdul Nayeem and Ritu Gupta

This study intends to advance the research on the relationship between high-performance work systems (HPWS) and change readiness by examining the mediating role of…

Abstract

Purpose

This study intends to advance the research on the relationship between high-performance work systems (HPWS) and change readiness by examining the mediating role of positive employee outcomes. Therefore, the streams of strategic human resource management (SHRM) and change management are studied in the context of digital transformation in the post-COVID-19 pandemic scenario.

Design/methodology/approach

Primary responses from 409 Information Technology (IT) employees were analysed to investigate the mediating relationship between HPWS, positive employee outcomes and employee readiness to change. Researchers used statistical techniques to analyse the data, such as confirmatory factor analysis, correlations, regression and bootstrapping. In addition, sequential mediation was examined using “PROCESS Macro” and syntax for SPSS.

Findings

Results of the study revealed that implementation of HPWS through extensive training and development, performance-based appraisal and compensation, participation in decision-making, flexible work arrangements and rigorous recruitment and staffing results in enhanced employee-level outcomes. Thereby conclusively impacting their readiness to change for digital transformations.

Practical implications

This study revisits the elements of HPWS in the post-pandemic work-from-anywhere (WFA) scenario. Thus, it provides adequate indications that investment in designing bundles of change-oriented human resource (HR) practices amplifies the chances of success of a change initiative by creating a favourable mindset and attitude among IT employees in India.

Originality/value

This study is among the earliest to link two major streams of SHRM and change management by establishing HPWS as an essential antecedent of a change-related outcome by introducing multiple mediators in the sequence. This sequence provides new insights for enhancing the probability of organisational change directives succeeding.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 2 February 2018

Ying Chen, Yun-Kyoung Kim, Zhiqiang Liu, Guofeng Wang and Guozhen Zhao

Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS)…

Abstract

Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union instrumentality, and employees’ turnover intention. The results obtained from a multilevel and multisource sample of more than 1,300 employees in 37 multinational corporation based in China show that, in contrast to our hypothesis, union instrumentality is not directly related to turnover intention; rather, the results from the post hoc mediation analysis show that union instrumentality is indirectly and negatively related to turnover intention through affective organizational commitment. Consistent with our hypothesis, the results of our analysis show that union instrumentality serves as an important contingent factor in the relationship between HPWS and employee turnover intention. The relationship between HPWS and turnover intention becomes positive when employee union instrumentality is low.

Details

Advances in Industrial and Labor Relations, 2017: Shifts in Workplace Voice, Justice, Negotiation and Conflict Resolution in Contemporary Workplaces
Type: Book
ISBN: 978-1-78743-486-8

Keywords

Book part
Publication date: 27 March 2007

Barry A. Macy, Gerard F. Farias, Jean-Francois Rosa and Curt Moore

This chapter reports on a longitudinal quasi-experimental field study within an organizational design of a global consumer products manufacturer moving toward…

Abstract

This chapter reports on a longitudinal quasi-experimental field study within an organizational design of a global consumer products manufacturer moving toward high-performance work systems (HPWSs) in North America by integrating business centers and self-directed work teams (SDWTs) coupled with 13 other action-levers within an integrated and bundled high-performance organizations (HPOs) re-design. The results of this organizational design effort are assessed using different types and levels of organizational outcomes (hard record data, behavioral, and attitudinal measures) along a 5-year temporal dimension punctuated by multiple time periods (baseline, during, and after). The organization, which was “built to change” (Lawler & Worley, 2006), in this research had already highly superior or “exemplar” (Collins, 2001) levels of organizational performance. Consequently, the real research question becomes: “What effect does state of the art organizational design and development have on an exemplar organization?” The study also calls into question the field's ability to truly assess exemplar organizations with existing measures of organizational change and development.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84950-425-6

Article
Publication date: 15 April 2022

Mohammed Aboramadan

The absence of robust information on the application of Human resources managemnet (HRM) practices in the Arab Middle Eastern region has generated an urgent need to…

Abstract

Purpose

The absence of robust information on the application of Human resources managemnet (HRM) practices in the Arab Middle Eastern region has generated an urgent need to understand what and how HRM practices can be used to manage employees in the region. Therefore, building on the social exchange theory and job demands-resources (JD-R) model, this paper proposes a model to examine the effects of high-performance work systems (HPWS) on employees' work-related outcomes, namely, job performance, organizational citizenship behavior (OCB) and innovative work behavior (IWB) in a non-industry setting in an Arab Middle Eastern context. In this model, work engagement was theorized to serve as an intervening mechanism among the aforementioned relationships.

Design/methodology/approach

Data were collected from 210 academic staff working in the Palestinian higher education sector, together with evaluations from 30 supervisors. Structural equation modeling (SEM) was employed to analyze the data.

Findings

The results indicate that HPWS positively affect employees' job performance, OCB and IWB. Moreover, work engagement partially mediates these relationships.

Practical implications

The results can be useful for managers in the Middle East pertaining to the role HPWS can play in boosting employees' job performance, OCB and IWB.

Originality/value

HRM research in Middle East, although limited, is mainly focused on examining the impact of HPWS on organizational rather than individual outcomes. In response to the scholarly call made on the strong need to conduct more HRM research in the Middle East (Budhwar et al., 2019), this research represents the first study that examines the impact of HPWS on in-role and extra-role performance in an Arab Middle Eastern context. Furthermore, the study contributes to the HRM research by relying on a sample from a non-industry sector rather than a sample from a manufacturing setting. Finally, this research is one of the few studies that explore the outcomes of HPWS in an academic setting through the intervening mechanism of work engagement.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 10 no. 4
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 9 June 2022

Mohammed Aboramadan, Yasir Mansoor Kundi, Eissa Elhamalawy and Belal Albashiti

Building on the social exchange theory and the norm of reciprocity, this study examines the effect of high-performance work systems (HPWS) during the COVID-19 pandemic on…

Abstract

Purpose

Building on the social exchange theory and the norm of reciprocity, this study examines the effect of high-performance work systems (HPWS) during the COVID-19 pandemic on employee's risk-taking behavior and organizational citizenship behavior (OCB). Among the aforementioned links, perceived safety climate was theorized as a mediating mechanism.

Design/methodology/approach

Multisource and time-lagged data were gathered from a sample of employees and their supervisors working in Palestinian nonprofit organizations.

Findings

HPWS were shown to boost risk-taking behavior during COVID-19 pandemic. The direct effect between HPWS and OCB was not significant. Furthermore, safety climate mediated the effect of HPWS on both risk-taking behavior and OCB.

Practical implications

The study's findings can be used by managers with regard to the utility of HPWS during times of crises and their impact on important behavioral outcomes.

Originality/value

HRM scholars have started to look at how HR practices can be useful in helping to overcome a pandemic. However, limited empirical knowledge is available on the effects of HPWS on employees' work outcomes during crises. The study is aimed at addressing the aforementioned gap.

Details

Employee Relations: The International Journal, vol. 44 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 19 May 2022

Phuong Tran Huy

High-performance work system (HPWS) has been verified as a promoter of both organizational and individual outcomes. However, this research takes the conflicting view of…

Abstract

Purpose

High-performance work system (HPWS) has been verified as a promoter of both organizational and individual outcomes. However, this research takes the conflicting view of HPWS to examine the impact of HPWS perception on knowledge hoarding. In addition, competitive climate is proposed to mediate the relationship while HPWS psychological contract breach is hypothesized to moderate the HPWS-knowledge hoarding linkage.

Design/methodology/approach

A quantitative research design is adopted with data collected from 367 MBA and PhD students in Vietnam. Partial least square structural equation modeling is used to test the hypotheses.

Findings

The perception of HPWS increase knowledge hoarding with competitive climate acting as a partial mediator. HPWS psychological contract breach intensifies the relationship.

Research limitations/implications

The research provides additional evidences to support the dark-side view of HPWS on employees' outcomes. The adoption and implementation of HPWS should be clearly announced to reduce perceptions of mismatch between expectation and reality.

Originality/value

This study is among the first to investigate the association between HPWS and knowledge hoarding. In addition, the mediating role of competitive climate represents a novelty in HPWS research. Finally, the concept of HPWS psychological contract breach has been introduced to the literature.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 23 March 2022

Xiaoxuan Zhai and Xiaowen Tian

This paper extends the institution theory to examine the relationship between high-performance work system (HPWS) and organizational performance (OP), and analyzes how…

Abstract

Purpose

This paper extends the institution theory to examine the relationship between high-performance work system (HPWS) and organizational performance (OP), and analyzes how country of origin interacts with performance measures and industrial affiliation in moderating the HPWS–OP relationship.

Design/methodology/approach

The paper collects data of 60,142 firms and establishments in 252 studies published up to December 2021 and employs meta-analysis techniques to test hypotheses on the role of country of origin in moderating the HPWS–OP relationship in conjunction with performance measures and industrial affiliation.

Findings

The paper finds that, firstly, there is a positive relationship between HPWS and OP, but the relationship is much stronger in developing than advanced countries. Secondly, the relationship is stronger when OP is measured in operational than financial term in both developing and advanced countries, but the moderating effect of performance measures is stronger in developing than advanced countries. Thirdly, the relationship is stronger in service than manufacturing industries in developing countries, but no such variation is found in advanced countries.

Originality/value

The study for the first time unveils the important role of country of origin in interacting with performance measures and industry affiliation to condition the HPWS–OP relationship, and provides a coherent explanation based on institutional theory. The study sheds fresh light on the HPWS–OP relationship, and has important implications for managers.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 9 March 2022

Md. Shamsul Arefin, Omar Faroque, Junwei Zhang and Lirong Long

Aligning employees' goals with organizational goals is an overarching objective of an organization to increase employees' outcomes and, ultimately, the firm's performance…

Abstract

Purpose

Aligning employees' goals with organizational goals is an overarching objective of an organization to increase employees' outcomes and, ultimately, the firm's performance. Employees' perceived goal congruence is proposed to be an important mediator of the effect of high-performance work systems (HPWS) on organizational citizenship behaviors (OCB). In this paper, the authors proposed and tested a moderated mediation model that depicted how servant leadership increased or restrained these effects.

Design/methodology/approach

This study used data from 56 managers and 322 employees working in Bangladeshi organizations. The study conducted cross-level analyses using hierarchical linear modeling (HLM) to examine the hypothetical relationships among variables.

Findings

This study revealed that employees' perceived goal congruence mediated the influence of HPWS on OCB. Consistent with the moderated mediation prediction, employee-perceived goal congruence mediated the relationship between HPWS and OCB when servant leadership is high.

Originality/value

This study examined how and when HPWS affects OCB by incorporating perceived goal congruence and servant leadership as mediating and moderating variables, respectively.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 3 December 2021

Jinuk Oh and Mijeong Kim

This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a…

Abstract

Purpose

This study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a collectivist organizational culture moderate the link between collective turnover and organizational performance? (3) does collectivist organizational culture act as a boundary condition for the mediating effects of collective turnover in the link between HPWS and organizational performance?

Design/methodology/approach

A conditional process model linking HPWS, collective turnover, collectivist culture and organizational performance was developed and examined with longitudinal data collected at three different time points from 350 firms in South Korea.

Findings

The positive indirect effects of HPWS on organizational performance through collective turnover were significant. Regarding collectivist culture as a moderator, the negative relationship between collective turnover and organizational performance was stronger when the collectivist culture in the organization is high. In addition, the positive indirect effects of HPWS on organizational performance through collective turnover were also stronger when the collectivist culture in the organization is high.

Originality/value

This study provides a significant contribution to the areas of HPWS by reshaping the conceptual mechanisms in which HPWS enhance organizational performance. Further, it explores the significant role of collectivist culture as a moderator in the relationship between HPWS, collective turnover and organizational performance.

Details

Employee Relations: The International Journal, vol. 44 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 11 November 2021

Anastasia Katou

This paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and…

Abstract

Purpose

This paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and organizational performance through the serially mediating mechanisms of employee HPWS-experience attributions of well-being and exploitation, attitudes, and behaviors.

Design/methodology/approach

Multilevel structural equation modeling through Mplus was applied to a sample of 1,112 employees working at 158 Greek organizations.

Findings

The modeling's findings indicate that the serially mediating mechanism of employee HPWS-experience attributions of well-being, attitudes and behaviors improves organizational performance. Meanwhile, the serially mediating mechanism of employee HPWS-experience attributions of exploitation, attitudes and behaviors was found to weaken organizational performance.

Practical implications

This study shows that, to improve employees' well-being and weaken employee exploitation through employees' HPWS-experience attributions, senior and line managers should gain competencies and communication skills through training and development programs, successfully communicating HPWS messages to employees.

Originality/value

This study may be the first study to elucidate the serially mediating mechanisms of employees' well-being and exploitation through employees' HPWS-experience attributions, attitudes and behaviors in the relationship between HPWSs and organizational performance.

Details

Employee Relations: The International Journal, vol. 44 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

1 – 10 of 449