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Article
Publication date: 6 November 2017

Jeevan Jyoti and Asha Rani

The purpose of this paper is to explore the high performance work system through ability, motivation and opportunity model (Jiang et al., 2013) and its impact on…

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Abstract

Purpose

The purpose of this paper is to explore the high performance work system through ability, motivation and opportunity model (Jiang et al., 2013) and its impact on organisational performance. Further, the mediating role of knowledge management between high performance work system and organisational performance has also been evaluated.

Design/methodology/approach

Questionnaire technique has been used to collect the data from managers (n=58) and employees (n=246) working in telecommunication organisations in Jammu and Kashmir (North India). Data collected have been validated using the exploratory factor analysis and confirmatory factor analysis. Hypotheses have been tested through structural equation modelling with the help of AMOS and SmartPLS3 softwares. Further, theoretical, managerial and socio-economic implications have also been discussed.

Findings

The study indicates that high performance work system positively affects organisational performance. Further, knowledge management act as a mediator between high performance work system and organisational performance.

Research limitations/implications

The study has been conducted only in the private telecommunication sector (Airtel, Aircel, Tata Indicom, Idea, Reliance, Vodafone). Further, the study being limited to telecommunication sector can be extended in other sectors also.

Practical implications

In order to create superior work system, management should focus on ability-enhancing initiatives such as extensive job training, computer-based training, etc. on regular basis. Employees should be rewarded extrinsically as well as intrinsically to keep them motivated to achieve higher levels of performance. Further, management should empower the employees through decentralisation of authority, participative decision making, etc. Besides this, management should also instil the knowledge culture in the organisation in order to enhance the knowledge capability of the employees.

Originality/value

This study contributes to the literature by identifying the black box using knowledge management to understand the relationship between high performance work system and organisational performance in the telecommunication sector.

Article
Publication date: 11 November 2013

Na Mao, Heyi Song and Ying Han

The purpose of this paper is to explore the relationship between employee perspectives of high-performance work systems and employee outcomes, i.e. job satisfaction and…

3731

Abstract

Purpose

The purpose of this paper is to explore the relationship between employee perspectives of high-performance work systems and employee outcomes, i.e. job satisfaction and affective commitment, and to propose ways of increasing the positive effects of high-performance work systems on firm performance.

Design/methodology/approach

The data were collected from 370 employees in the Chinese manufacturing industry during 2010. The Analysis of Moment Structures (AMOS) method was used to test each of the eight hypotheses deriving from the conceptual framework.

Findings

The paper finds that: employee perspectives of high-performance work systems have a positive effect on both job satisfaction and affective commitment; and breadth of behavioural script and level of autonomy mediate the relationship between employee perspectives of high-performance work systems and their attitudes towards that organisation (job satisfaction and affective commitment); however, skill variety did not mediate the relationship between employee perspectives of high-performance work systems and employees’ attitudes in the data set used.

Practical implications

The findings of the paper suggest that managers can improve employees’ attitudes by integrating effective high-performance work systems in their working environment. Even more interestingly, it appears that by encouraging broad behavioural scripts or allowing employees more freedom to apply their skills, managers can improve employees’ attitudes more significantly than by encouraging employees to acquire a variety of skills.

Originality/value

Using signalling and psychological-contract theory, the paper shows the dominant influence of employees’ perceived high-performance work systems on employees’ attitudes via behavioural scripts and autonomy.

Details

International Journal of Manpower, vol. 34 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Book part
Publication date: 20 July 2017

Lars U. Johnson, Cody J. Bok, Tiffany Bisbey and L. A. Witt

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed…

Abstract

Decision-making in human resources management is done at both the micro and macro level of organizations. Unfortunately, the decisions at each level are often executed without consideration of the other, and current theory reflects this issue. In response to a call for integration of micro- and macro-level processes by Huselid and Becker (2011), we review the extant literature on strategic human resources and high-performance work systems to provide recommendations for both research and practice. We aimed to contribute to the literature by proposing the incorporation of the situation awareness literature into the high-performance work systems framework to encourage the alignment of human resources efforts. In addition, we provide practical recommendations for integrating situation awareness and strategic decision-making. We discuss a process for the employment of situation awareness in organizations that might not only streamline human resources management but also result in more effective decisions. Additional considerations include implications for teams, boundary conditions (e.g., individual differences), and measurement.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78714-709-6

Keywords

Article
Publication date: 13 February 2007

Anthea Zacharatos, M. Sandy Hershcovis, Nick Turner and Julian Barling

This article aims to provide a quantitative review of the range and effects of human resource management (HRM) practices in the North American automotive industry.

5564

Abstract

Purpose

This article aims to provide a quantitative review of the range and effects of human resource management (HRM) practices in the North American automotive industry.

Design/methodology/approach

A total of 14 studies provided data for an employee‐level meta‐analysis of the relationships comprising high performance work systems in the automotive manufacturing sector. As an extension of research in this context, we hypothesized that three clusters of organizational practices (work systems, HR policies, and leadership) would be associated with two clusters of employee‐level psychosocial outcomes (person‐focused, organizational‐focused) which, in turn, would be related to employee performance.

Findings

It was found that work systems and HR policies related to both person‐focused (comprising individual job satisfaction, health, self‐esteem, and social support) and organization‐focused (comprising organizational commitment and perceptions of organizational justice) outcomes. The leadership cluster had a strong association with the person‐focused outcomes. Organizational – but not personal‐focused outcomes were associated with employee performance comprising employee effectiveness, self‐ratings of performance, turnover, and absenteeism.

Research limitations/implications

The results from this study provide support for the role of employee‐level psychosocial outcomes as mechanisms between HRM practices and employee performance, supporting an idea that is often discussed but rarely tested in the literature. These results need to tempered by the fact that this meta‐analysis was based on a relatively small number of studies in one industrial sector, thereby limiting the generalizability of the model.

Practical implications

These data suggest that managing with a high‐involvement orientation is associated with positive consequences for individuals and organizations within the automotive industry. The paper is not espousing the view that technologically‐focused systems are of little value in manufacturing industries, but rather that taking a more humanistic approach to how they are implemented may benefit all parties involved.

Originality/value

This paper provides an empirical review of HRM practices and outcomes in the automotive manufacturing context. The role of leadership in these systems is highlighted. The results offer guidance to researchers and practitioners interested in researching and managing the human side of automobile manufacturing.

Details

Personnel Review, vol. 36 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 September 2020

Ashutosh Muduli and Gary N. McLean

Benchmarking research has explored the role of organizational practices and business processes rooted with human capabilities for achieving growth performance. The role of…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Benchmarking: An International Journal, vol. 28 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 9 March 2015

Kangyin Lu, Jinxia Zhu and Haijun Bao

Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship…

5655

Abstract

Purpose

Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance.

Design/methodology/approach

In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation.

Findings

The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance.

Practical implications

Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance.

Originality/value

This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.

Details

Industrial Management & Data Systems, vol. 115 no. 2
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 1 February 1990

James McCalman and David A. Buchanan

How the boundaries of what management once considered acceptablework redesign have been expanded by new competitive pressures isdemonstrated. Research evidence based on…

Abstract

How the boundaries of what management once considered acceptable work redesign have been expanded by new competitive pressures is demonstrated. Research evidence based on the experience of American multinational corporations shows how the approaches now being developed give employees considerably greater discretion and opportunities for skills development and improved performance than conventional “job enrichment” techniques. The sample of Digital Equipment Corporation (DEC) at its Ayr site in Scotland is used and the effects of high performance work systems examined.

Details

International Journal of Operations & Production Management, vol. 10 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 2 October 2009

Kevin Murphy and Michael Olsen

The objective of this research is to conduct an exploratory study that will gain consensus among restaurant industry professionals, academics and outside industry experts…

4479

Abstract

Purpose

The objective of this research is to conduct an exploratory study that will gain consensus among restaurant industry professionals, academics and outside industry experts on the set of work practice dimensions in a high performance management systems (HPMS) for restaurant managers in the US casual restaurant sector.

Design/methodology/approach

An exploratory case study method was employed that used a combination of data collection techniques: interviews for the pilot study, the Delphi method and secondary data collection. Restaurant experts were chosen to consider the components of an HPMS construct for unit management in the US casual restaurant business. Assumptions were made based on a review of strategic human resource management literature, then experts were interviewed and a Delphi was conducted to gain consensus.

Findings

The authors find thirteen dimensions of an HPMS, which are common to unit management in US casual restaurants. Three work practices that were not considered relevant dimensions to the casual restaurant industry were removed from the Delphi. This translates into a difference of seven work practices between a manufacturing work system and a restaurant work system, which are either excluded or included in a restaurant work system.

Originality/value

Previous strategic human resource management research has dubbed HR work practices “high performance work practices”. With few exceptions these studies have been conducted in contextual settings that do not possess similar operational characteristics to the restaurant service industry. That there are differences in the business models between these industries and hence in the work practices between them is apparent from the results. Additionally, this study was targeted to management in the restaurant industry, not overall employment as the other studies.

Details

International Journal of Contemporary Hospitality Management, vol. 21 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 16 December 2019

Dushar Kamini Dayarathna, Peter John Dowling and Timothy Bartram

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Review of International Business and Strategy, vol. 30 no. 1
Type: Research Article
ISSN: 2059-6014

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

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