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Benchmarking research has explored the role of organizational practices and business processes rooted with human capabilities for achieving growth performance. The role of high performance work system as an organizational practice and business process is yet to be studied. Even if studied, no study has been conducted on the role of training transfer climate on high performance work system and organizational performance. The current research aims at examining high performance work system on organizational performance. Further, the study also examine training transfer climate as a mediating variable between HPWS and organizational performance.

Data collected from 415 executives of a high performance-based power sector company of Gujarat, India. The survey instrument consists of high performance work system, training transfer climate and organizational performance. Confirmatory factor analysis was used for a simultaneous assessment of overall and specific elements of measurement validity and reliability. Structural equation modelling used to test the hypothesized model.

The result proved the capability of high performance work system to predict organizational performance. Further, the result supports the hypothesis that training transfer climate acts as a mediator between high performance work system and organizational performance.

The result has important theoretical and managerial implications. Theoretically, the research extends the scope of benchmarking to high performance work system. The managerial implications have been discussed from the training transfer climate perspectives.

The originality of the study lies with proving the role of high performance work system and training transfer climate as an organizational practice and business process within benchmarking research.

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.

By following the “employee-centric” approach, this study aims at identifying the impact of high-performance work systems (HPWS) on specific employee attitudinal outcomes such as work engagement, job satisfaction and affective commitment in the Indian healthcare industry.

The target population for this study includes the nurses working in large private multi-specialty tertiary care hospitals in India. Partial Least Squares Structural Equation Modelling (PLS-SEM) techniques are used on a sample of 152 nurses working in two large specialty hospitals.

In the Indian healthcare industry context, the nurse's perception of HPWS has shown a significant positive effect on their attitudinal variables such as work engagement, job satisfaction and affective commitment. When checked for mediation of work engagement and job satisfaction variables in HPWS – affective commitment relationship, nurse's job satisfaction partially mediated the relationship, but nurse's work engagement has shown no mediation effect.

This is one of the pioneering studies conducted in the Indian healthcare industry context, especially on the nurse's sample in identifying the impact of high-performance work systems on their attitudinal outcomes. Underscoring the paucity of HPWS research in the Indian healthcare industry, this study's findings will be an addition to the HPWS literature and also to the nursing research in the Indian healthcare settings.

This paper aims to review the existing body of knowledge on high-performance work systems (HPWS) with a special focus on the recent developments that strengthen its prevalence. Considering the current business ecosystem, the author proposes two more characteristics of HPWS which will add value to the literature. It also aims to propose several gaps in the literature considering the role of HPWS in the organization.

This paper uses a systematic literature review methodology to strengthen the concept, its connection with people and organization, theoretical underpinnings and intervening mechanisms that have not received much attention. The information collected from various studies was analyzed thematically and synthesized to assess the existing body of literature. For a better understanding of HPWS, the review is organized under the following subthemes: definition and meaning, conceptualization, technology infusion, relationship with people and organization, theories commonly used and positives and negative consequences of HPWS.

This study identifies and describes key characteristics of HPWS such as system, synergistic effect, performance and proposes two new characteristics – agility and adoption of technology. Further findings of this study indicate that HPWS has both positive and negative influences on employee outcomes. The positive outcome helps in the development of human capital that provides a competitive advantage to the organization. The study also underlines some negative influences of HPWS on employee behavior due to the misalignment of HR practices. Scope for further research is also provided for future researchers.

The paper adds the recent developments in the area of HPWS literature and proposes research directions for future researchers.

This paper aims to examine the implications of high performance work system (HPWS) strength from a managerial perspective and the impact of economic, cultural, political, legal and technological factors on the operationalization of HPWSs in the banking industry in Sri Lanka.

The data for this study were collected from three licensed commercial banks in Sri Lanka. This research used a case study approach for data collection with archival analysis of records and semi-structured interviews with the CEO, head of HR, two board members and three focus groups (top, middle and lower level managers across various functional areas) in each bank which altogether covers 66 key informants.

The findings supported the research proposition that to gain positive outcomes on organizational effectiveness, there should be a strong HPWS, resulting in a positive attitudinal climate among employees. Further, the findings provide evidence of the global applicability of HPWSs, although more research is needed to clearly specify the contextual boundaries of HPWS effectiveness.

Contemporary research provides ample evidence to endorse the contribution of high performance work systems toward organizational effectiveness. However, there is a dearth of literature on how high performance work systems are operationalized across the management hierarchy and support the achievement of organizational effectiveness. Few studies have been conducted on high performance work system strength and organizational effectiveness in emerging economies.

Studies of high‐performing organisations have consistently reported a positive relationship between high performance work systems (HPWS) and performance outcomes. Although many of these studies have been conducted in manufacturing, similar findings of a positive correlation between aspects of HPWS and improved care delivery and patient outcomes have been reported in international health care studies. The purpose of this paper is to bring together the results from a series of studies conducted within Australian health care organisations. First, the authors seek to demonstrate the link found between high performance work systems and organisational performance, including the perceived quality of patient care. Second, the paper aims to show that the hospitals studied do not have the necessary aspects of HPWS in place and that there has been little consideration of HPWS in health system reform.

The paper draws on a series of correlation studies using survey data from hospitals in Australia, supplemented by qualitative data collection and analysis. To demonstrate the link between HPWS and perceived quality of care delivery the authors conducted regression analysis with tests of mediation and moderation to analyse survey responses of 201 nurses in a large regional Australian health service and explored HRM and HPWS in detail in three case study organisations. To achieve the second aim, the authors surveyed human resource and other senior managers in all Victorian health sector organisations and reviewed policy documents related to health system reform planned for Australia.

The findings suggest that there is a relationship between HPWS and the perceived quality of care that is mediated by human resource management (HRM) outcomes, such as psychological empowerment. It is also found that health care organisations in Australia generally do not have the necessary aspects of HPWS in place, creating a policy and practice gap. Although the chief executive officers of health service organisations reported high levels of strategic HRM, the human resource and other managers reported a distinct lack of HPWS from their perspectives. The authors discuss why health care organisations may have difficulty in achieving HPWS.

Leaders in health care organisations should focus on ensuring human resource management systems, structures and processes that support HPWS. Policy makers need to consider HPWS as a necessary component of health system reform. There is a strong need to reorient organisational human resource management policies and procedures in public health care organisations towards high performing work systems.

This paper aims to explore the attitudes of managers and employees to high performance work practices (HPWS) in a medium sized rural Australian hospital.

The study consists of two stages. Stage one involved a qualitative investigation consisting of interviews and focus group sessions with senior, middle and line management at the hospital. Bowen and Ostroff's framework was used to examine how strategic HRM was understood, interpreted and operationalised across the management hierarchy. Stage one investigates the views of managers concerning the implementation of strategic HRM/ HPWS. Stage two consisted of a questionnaire administered to all hospital employees. The mediation effects of social identification on the relationship between high performance work systems and affective commitment and job satisfaction are examined. The purpose of stage two was to investigate the views and effects of SHRM/HPWS on employees. It should be noted that HPWS and strategic HRM are used inter‐changeably in this paper.

At the management level the importance of distinctiveness, consistency and consensus in the interpretation of strategic HRM/HPWS practices across the organization was discovered. Findings indicate that social identification mediates the relationship between HPWS and affective commitment and also mediates the relationship between HPWS and job satisfaction.

High performance work systems may play a crucial role facilitating social identification at the unit level. Such practices and management support is likely to provide benefits in terms of high performing committed employees.

The paper argues that team leaders and managers play a key role in building social identification within the team and that organizations need to understand this role and provide recognition, reward, education and support to their middle and lower managers.

The purpose of this paper is to develop and test hypotheses about the independent relationships between high-performance work systems (HPWS) and high-performance work cultures (HPWC) and employee turnover. Given the growth of women in the workforce, the authors also develop competing predictions about how organizational gender demography (i.e. a higher percentage of women) may either strengthen or weaken the relationship of HPWSs to turnover.

A survey of 171 human resource (HR) executives across organizations of various sizes and industries in the Chicago metropolitan area in the USA was conducted.

The authors found that HPWS and HPWC are associated with lower turnover, though the relationship between HPWC and turnover was stronger. Results also indicate that HPWS are more strongly related to lower turnover among organizations that employ relatively more women.

The results indicates that HPWS may not be universalistic in terms of their effectiveness specifically as related to turnover. This was a cross-sectional study; it would be useful for future research to use a longitudinal research design.

The findings suggest that organizations should consider how their cultures, use of high-performance work practices, and gender demography are related to important HR metrics such as turnover.

This paper represents an important contribution to understanding the importance and implications of changes in the workforce demographic characteristics.

This is the first study to integrate an organizational demography perspective with HPWS.

This paper aims to advance the research on relationship between high performance work systems (HPWS) and employees’ intention to leave by examining the mediating role of trust, motivation and organizational citizenship behaviour.

Primary data based on 563 respondents were analysed to investigate the relationship between HPWS, employee outcomes and employees’ intention to leave. Statistical techniques like confirmatory factor analysis, correlations, regression and bootstrapping were used to analyse the data.

The study has revealed that the application of HPWS in the form of rigorous staffing, extensive training, performance-based appraisal and compensation, employee relations, self-managed teams, flexible work arrangements and empowerment results in enhanced employee work-related outcomes and decreased intention to leave among employees. The results have indicated that the relationship between HPWS and employees’ intention to leave is serially mediated by employee outcomes.

The study gives strong indications that investments in creating bundles of high performance HR practices will enhance the value of the human capital by eliciting favourable employee attitudes and behaviours and therefore will prove beneficial for the organizations operating in India.

This study has attempted to provide new insights in the underlying mechanism existing in the relationship between HPWS and employees’ intention to leave by using multiple mediators in sequence.

In the past, a plethora of studies has investigated the organizational and individual outcomes of high-performance work systems (HPWS). However, less is known about the mechanism through which HPWS impacts employees’ behavior, particularly intrapreneurial behavior (IB). Drawing on the social exchange theory, this study aims to fill this gap by investigating the mediation effect of perceived organizational support (POS) on HPWS-IB linkages.

Data were collected with the help of structured questionnaires from employees working in service industries such as banking and insurance.

HPWS was conceptualized as a higher-order measurement model that includes four lower-order dimensions, namely, information sharing, decision-making participation, job security, training and development. Partial least squares structural equation modeling technique was used to test the hypothesized relationships. Results showed a positive and significant effect of HPWS on IB. Moreover, POS significantly mediated the HPWS-IB link.

Despite an increasing number of studies on the role of human resource management (HRM) practices in enhancing innovation and creativity, there has not been enough research on how HPWS affects IB at the individual level in the presence of POS. Thus, this research is the first of its kind to investigate the mediating role of POS in HPWS-IB linkages in the Malaysian context.