Abstract
PurposeThis 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/approachThe 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.FindingsThe 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/valueThe 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.
Highlights
This article proposes and discusses five inter-related high performance working (HPW)groupings of value to practitioners interested in developing HPW in their organizations. pmHigh Performance Working en HPW is a sometimes contentious notion that dominates human resource management literature (Boxall, 2012). Belt and Giles (2009: 3) define HPW as ‘a general approach to managing organizations that aims to stimulate more effective employee involvement and commitment in order to achieve high levels of performance’
HPW practices that comprise these systems can be classified as human resource (HR) interventions and actions that contribute, at an operational level, to the totality of high performance working at an organizational level (Grant and Maxwell, 2015)
The findings reported here are drawn from three UK-based qualitative case studies
Summary
Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Development and Learning in Organizations: An International Journal
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
