Enhancing innovative performance through strategic thinking: The moderating effect of the high-performance work practices

Union impact on the effective adoption of High Performance Work Practices

This study attempts to explore the use of Strategic Human Resource Management (SHRM), as a context for talent management practices in high performing work organizations. Following a multiple case embedded research design, we have investigated how the Talent Management System has been successfully implemented at five high performing well known organizations in the National Capital Region of India. Literature review highlights some testable propositions which the literal replication from the case studies support. Mapping of the Talent Management System is attempted in the case studies. Core issues emerging in the caselets and the linkage with high performance work practices are discussed therein. Implications drawing on the nomonological domain of talent management in HR practice and research are further addressed, in the current study.

PurposeDrawing on a number of strategic management theories, the purpose of this paper is to explore the relationship between strategic thinking (in other words, systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) and organizational performance. It also investigates whether the notion and content of high performance work practices, as identified in developed countries, can be used to amplify the effects of strategic thinking within the banking industry in a developing country.Design/methodology/approachUtilizing cross-sectional data obtained from commercial banks in Jordan, this paper applied structural equation modeling (SEM) to examine the banking sector in a developing country. Data were collected through self-administered questionnaires.FindingsAccording to the results, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis have positive impacts on organizational performance, except when considered from the systems perspective. Consequently, high performance work practices were found to only moderate the relationship between focused intent, intelligent opportunism, thinking in time and organizational performance.Originality/valueThe authors examined the impact of strategic thinking on the organizational performance through the moderation role of high performance work practices. The results of this paper extend the existing literature by providing evidence from Jordan, a developing country outside of the western world.

PurposeThe purpose of this paper is to analyse how different strengths of simmelian ties affect knowledge spirals and investigate which major factors affect the influence of simmelian ties on knowledge spirals.Design/methodology/approachThe empirical data in this paper were collected through e-mail and interview questionnaires to R&D teams in high-tech manufacturing enterprises in China. The authors obtained 132 teams' valid responses. The interval decision-making trial and evaluation laboratory (interval DEMATEL) method, differential evolution (DE) algorithm and Bayesian structural equation modelling (BSEM) were employed to test the theoretical framework developed for this paper.FindingsThe results show that strong simmelian ties have positive associations with high-performance work practices (HPWPs). Meanwhile, weak simmelian ties have positive associations with HPWPs. Furthermore, HPWPs and knowledge fermentation play a conducive role in the relationship between simmelian ties and knowledge spirals.Originality/valueThis paper contributes in three ways. First, it extends research on the relational antecedents of knowledge spirals. Second, this paper extends the study of social capital related to knowledge spirals. Third, this paper elucidates less familiar factors relating HPWPs to knowledge fermentation by testing the mediating role of HPWPs in knowledge fermentation.

Purpose – This study aimed to determine the determinants of employee performance at Zainoel Abidin General Hospital, and how it affects the employee performance at this hospital. In addition, to find out whether the extra role can serve as a moderating variable on the influence of high-performance work practices on employee performance. Design/methodology/approach – The sampling technique used in this study is simple probability sampling. The sample count is 217, calculated using the Slovin formula with an error rate of 5%. Primary data collection is carried out using a 5-point questionnaire on the Likert scale and depth interview with several key informants information from the in-depth interview can also be used to support finding from quantitative analysis. It is processed using AMOS 26.0. Findings – There is a significant effect of high-performance work practices (HWP) on employee engagement and employee performance. The effect of employee engagement on employee performance is also significant. When compared between these two determinant variables and their effect on employee performance, the high-performance work practice (HWP) has a larger magnitude so that the impact on improving employee performance will be greater than employee involvement. The results of testing moderating hypotheses also show significant results. The employee's extra role can increase the magnitude of the influence of high-performance work practices on employee performance and employee involvement in employee performance. Limitations/research implications – Future research can develop a wider sample of hospital customers that is not only limited scope in one city but several cities within the Aceh province so that the findings will be more comprehensive. Originality/value – During this time, most strategic HWP research focused more on the manufacturing sector that cannot be generalized to the service sector because of its different characteristics. In this study, the author applied the concept of HWP to the service sector (health services in hospitals).

The community service program is the university's commitment to carry out the functions of the Tri Darma of Higher Education in an integrated manner with the functions of education and research. The mentoring program for improving management systems in SMEs, namely PT. Sumoda Tama Berkah, which has a business in the food and beverage industry with the Trademark "Susu Mbok Darmi," takes the theme Implementation of High Performance Work Practices (HPWPs), which aims to build a strong foundation on three pillars: 1) Practices to improve employee capabilities, such as training and skills development; 2) Practices to increase employee motivation, such as structuring reward systems, career development, and information sharing through improving organizational communication skills; and 3) Practices that give employees the opportunity to go the extra work, such as employee engagement and teamwork. The program is implemented through training using problem-based learning and experiential training methods, as well as through direct consultation, assistance and mentoring. Strengthening the "Outside-in" mindset in the concept of Human Resource Business Partners (HRBP) is very important to provide ways to find arguments for customers, namely "value propositions", so that every employee understands the importance of providing a excellent service. Through training in the fields of HR, operation management and supply chain, communication skill and excellent service, and managerial skills training, it is expected to be able to provide a strong foundation for practicing HPWPs, which ultimately aim to improve company performance and corporate sustainability.

The primary purpose of this study was to examine the relationship between high-performance work practices, organizational innovation and organizational performance in the Jordanian service sector. The objective was to test the ability of high-performance work practices to account for variance in organizational innovation and subsequent organizational performance, and to examine the role of organizational innovation as a mediator between high-performance work practices and organizational performance. A purposive sample of 170 employees was chosen from the service sector during the year of 2009. Valid and reliable measures were chosen for the study based on established research. Rigorous translation and standardization procedures were followed to eliminate any cultural bias. Results showed that high-performance work practices significantly predicted organizational innovation, and organizational innovation, in turn, significantly predicted organizational performance. The study ended by a conclusion that organizational innovation mediates the relationship between high performance work practices and organizational performance. Key words: High-performance work practices, innovation, organizational performance, service sector, Jordan.

High Performance Work Practices area is key in this study and considerations have not been made for any organization in Kenya especially in the private sector. HPWPs are imperative in any private entity. Effectiveness of HPWPs in organization is largely related to overall employee performance. Organization with high employee performance has huge trickledown effect on the bottom line-healthy balance sheet and attractiveness to potential investors. A better understanding is required to investigate HPWPs in corporate firms in Kenya and especially in the aviation context. This study sought to establish the effect of performance work practices (HPWPs) on employee performance. The study was guided by four specific objectives namely; to determine the effect of reward management, performance management, training and development, employee relations on employee performance at Kenya Airways. The study was anchored on ability, motivation and opportunity theory of performance (AMO Theory), resource-based theory and social exchange theory. The core objective of HPWPS was to impact attitudes and behaviors of employees in such a manner that individual performance is enhanced. The AMO theory stated that organizational performance was dependent on the ability, motivation and opportunity of employees. The study employed descriptive design since the researcher was interested on the state of affairs already existing in the field and no variable was manipulated. The target population was the operational employees at Kenya Airways in Nairobi offices. A sample size of 347 employees was selected using stratified random sampling. The study relied on primary data specifically use of structured questionnaires. The collected data was made ready for analysis and cleaned through checking for errors and completeness, editing, coding, transcribing and entering them directly into SPSS software. Data analysis entailed both inferential and descriptive statistics. Descriptive statistics such as percentages, mean, frequency distribution and standard deviation were computed to describe the characteristics of the variables of interest while in inferential statistics, correlation, multiple regression analysis was used establish the nature and magnitude of the relationships between the variables. The results of data analysis were presented using figures and tables for easy understanding and interpretation. The study findings indicated that high performance work practices had a positive and significant effect on employee performance. Based on the study findings the adoption of high-performance work practices by Kenya Airways could be concluded that these practices influenced employee performance. Reward management, performance management, training and development, and employee relations had a positive effect on employee performance. The results of this study have helped to determine the crucial role of HPWPs on employee performance and therefore recommend that organizations focus on the use of these practices to be able to achieve and meet their set targets, mission, and vision and be able to sustain themselves in the competitive global market. The results of the study can be used by academicians and industry stakeholders to improve employee performance hence high returns on investment.

This paper is dealing with the relationships between HRM, company performance and employee well-being. The relationship between S/HRM and company performance has received much attention in prior literature, while the employee perspective has been widely neglected in this research tradition. The purpose of this paper is two-fold: first, to identify and evaluate how company performance and employee well-being are related, and, secondly, to evaluate the possibilities of HR policies and practices to impact on company performance and employee well-being. The results indicate that the relationship between company performance and employee well-being is weak and difficult to grasp. And such is the direct link between HRM and employee well-being, which is better explained by typical work-related factors. Instead, HR practices are relatively good predictors of company performance. Key words: HR Practices, Longitudinal Desing, Competitive Advantage, Organizational Commitment, Organizational Effecteveness, General Satisfaction, Emotional Exhaustion Introduction The external environment of companies has encountered a radical change within the past decade. The increased international competition and globalization of businesses have posed new demands for corporate financial result, profitability and shareholder value (Huselid 1995; Decker et al. 2001; Boselie et al. 2005). The restructuring and downsizing of companies and the increasing stringency in the use of labor have in many cases resulted in a positive effect on profitability but a negative one on employees' well-being and workability (Vahtera et al. 1997; McDonough 2000; Dunham 2001). Today, the HR managers and academics have widely internalized the role of HRM in enhancing company performance. Instead, the role of HRM as a guardian of employee well-being is less favorable both among scholars and practitioners. The critical articles on the relationship between HRM and company performance (Guest 2002; Gerhart 2005; Wright/Haggerty 2005) call for building employees into the HRM - performance equation. The purpose of this paper is two-fold: first, to discuss the role of employee well-being in HRM-performance research and to identify and evaluate how company performance and employee well-being are related (or are they?), and, secondly, to evaluate the possibilities of HR policies and practices to impact on company performance and employee well-being. The study applies both company and individual-level data collected in different phases from company management and employees of the same companies in order to construct a logical causal research design, which is less common in prior research (Wright/Haggerty 2005). In addition, several empirical measures of performance and employee well-being are applied in order to triangle the basic concepts of the study. HRM and company performance The impact of HRM or HR practices on company performance has received much attention in prior literature (Huselid 1995; Becker/Gerhart 1996; Guest 1997; Guest et al. 2003; Stravrou/Brewster, 2005). In this tradition human resources are viewed as an integral part of the organizational 'architecture' thus having an impact on organizational effectiveness (Cuthrie et al. 2004). The both concepts, HRM and performance, are problematic to define and measure. There is a vast literature on 'best HR practices', so-called 'High Performance Work Practices' (HPWPs), and 'bundles' of HR practices representing different views of the role of HRM on company performance. Similarly, performance has received much attention representing a multi-level and multi-discipline concept measured at individual, company, and financial level. Prior research on the link between HR practices and business performance is generally focused on a limited number of generic human resource activities, such as recruitment and selection, training and development, without specifying what constitutes the 'best practice' (Brewster/Larsen 1992; Terpstra/Rozell 1993). …

Modern day’s organizations are facing fierce competitions and are in need of high-quality employees with high competencies. This has become a greater challenge for organizations. Recruitment and selection of a right talent is getting tougher, and tougher even there are many qualified. High performance work practices bring competitive advantage to such organizations. Extensive training is one such high performance work practice. This study aims to provide a working definition for extensive training. Extensive training is endowed with knowledge, skills and attitudes of employee continuously with the intention of covering a boarder scope without restricting to a one particular job. A scale to measure the construct of extensive training through conceptualization and operationalization is also provided as a part of the study. As a part of the study examples from the military context were also provided.

ABSTRACTThis paper examines the effect of high‐performance work practices (HPWP) on innovation performance in the SME context, in particular how creativity and knowledge sharing support this linkage. The study draws on social cognitive theory and the ability, motivation, and opportunity (AMO) framework to outline a moderated mediation model of creativity and knowledge sharing unpacking the critical, but underexplored, link between HPWP and employee innovation performance in SMEs. Hypotheses are tested through time‐lagged (T1 and T2), multisource (dyadic, i.e., 269 sample including employees and managers) data from SMEs in Pakistan. The findings provide support for the hypothesized moderated mediation relationships including that creativity mediates the positive association between HPWP and employee innovation performance, and that knowledge sharing acts as a key moderator. These findings provide important guidelines for SMEs seeking to innovate for the future, highlighting not just the importance of HPWP but significantly how they operate to foster creativity and leverage knowledge sharing behavior.

High performance work practice implementation and employee impressions of line manager leadership

As organizations move to adopt high performance work practices (HPWP), the onus falls on supervisors to do whatever it takes to maximize the productivity of their work teams. This, however, creates a conundrum: When does high performance supervision cross the line to become abusive supervision? I it this Jekyll and Hyde situation that we plan to discuss in this panel symposium. The specific issues we will discuss are: (1) When are high performance demands perceived as abusive supervision? (2) When are high performance demands not perceived as abusive supervision? (3) How can such demanding behaviors result in employees experiencing positive affect and “feeling like part of a family?” (4) Is such demanding behavior merely in the eye of the beholder? Thus, this panel will seek to fulfill two important goals: (1) to review critical issues in high performance vs. abusive work team supervision, and (2) to ignite rigorous scholarship the nature of high performance supervision and when it can become abusive. The members of the Symposium Panel include a mixture of distinguished scholars of leadership and high performance work practice and younger scholars applying new insights and theories to these questions. The format of the session will be for each panelist to make brief opening statement based on his/her particular research foci and interests followed by facilitated group discussions and a plenary concluding session.

Innovation in the manufacturing industry is viewed as crucial due to its substantial effects on performance. This view has led researchers to evaluate the importance of different types of innovation within manufacturing companies. The influence of marketing innovation on product innovation and overall innovative performance is examined in the present study. The study also aims to explore the influence of product innovation on innovative performance and to analyze the mediating role of product innovation in the relationship between marketing innovation and innovative performance. Questionnaires were distributed to 384 managers from Palestinian manufacturing firms through convenience sampling. Structural equation modelling was employed as the data analysis tool. According to the study's findings, marketing innovation directly and positively impacts both product innovation and innovative performance, while product innovation positively influences innovative performance. Additionally, product innovation partially mediates the relationship between marketing innovation and innovative performance. This study is different from previous research as it focuses on the interrelationships between various dimensions of firms' innovation and performance. It adds to the literature on manufacturing performance by further validating the scales of innovation and performance. This approach could offer new insights into existing models of innovation and performance, crucial for success, by examining the interrelationships among organizational innovation dimensions, specifically marketing innovation, product innovation, and innovative performance, within the Palestinian manufacturing sector, which operates in a developing country facing conflict.

The aim of the present study was to analyse the impact of organisational characteristics on the turnover intention of care workers working at nursing homes in Korea. Study participants included 504 care workers working at 14 nursing homes in Korea. The variables measured were: high-performance work practices, consisting of five subfactors (official training, employment stability, autonomy, employee participation and group-based payment); organisational commitment, consisting of three subfactors (affective, normative and continuance commitment); organisational support; and turnover intention. The inter-relationship between high-performance work practices, organisational support, organisational commitment and turnover intention and the fit of the hypothetical model were analysed using structural equation modelling. According to our analysis, high-performance work practices not only had a direct effect on turnover intention, but also an indirect effect by mediating organisational support and commitment. The factor having the largest direct influence on turnover intention was organisational commitment. The results of the present study suggest that to improve health conditions for frail elderly patients at nursing homes, as well as the efficiency of nursing homes through the continuance of nursing service and enhancement of quality of service, long-term care facilities should reduce the turnover intention of care workers by increasing their organisational commitment by actively implementing high-performance work practices.