A set-theoretic analysis of high performance workplace systems (WITHDRAWN)

Abstract

High-performance workplace systems (HPWSs) are important conceptual instruments in the Human Resource Management (HRM) literature. Theoretical advancement, however, has been delayed by a relatively undifferentiated treatment of HPWSs as holistic constructs, and by limitations inherent in the methodologies used in previous studies. I adopt a new set-theoretic approach to the study of HPWSs to differentiate core from peripheral HRM practices, and employ a new methodology, fuzzy set Qualitative Comparative Analysis (fsQCA), to analyze the workplace systems of 374 UK-based firms. Four frequently implemented HPWSs are consistently associated with high labour productivity: two generic ones, the incentive-based and the collaborative HPWS, with simple forms of horizontal fit amongst HRM practices; and two HPWS with vertical fit, the blue collar productivity-focused and the service-quality enhancing one. These non-generic HPWSs require more complex alignments amongst HRM practices to achieve the necessary vertical fit. Inherent to all HPWSs is that horizontal fit demands both the implementation and, more importantly, the non-implementation of specific HRM practices. My findings point towards substantive complementarities and substitutions amongst HRM practices for fostering the abilities, motivation and opportunities of employees. These in-depth insights into their internal structure challenge established typologies and provide a more nuanced understanding of HPWSs.