High Performance Work System and Organizational Commitment: A Study of a Large State Sector Organization in Sri Lanka

Bhashini Paranagama

doi:10.4038/sljhrm.v9i2.5654

Abstract

The objective of this study was to identify the impact of High Performance Work System (HPWS) on organizational commitment in a large state organization engaged in Electricity industry in Sri Lanka. This study used two main variables which were HPWS and organizational commitment. The hypotheses which were used for this study were: High performance work system is positively related to organizational commitment; and the percentage of variability of organizational commitment explained by high performance work system is significant. The data for the present study were collected from 50 respondents and all those respondents were executive level employees in the organization under the study. The standard instruments developed by Chuang and Liao and developed by Meyer, Allan and Smith were utilized to measure HPWS and organizational commitment respectively. The type of investigation of this study was correlational. The study was conducted in the natural environment and the researcher’s interference was minimal. This study was cross sectional rather than longitudinal. Results which were obtained after data analysis supported the acceptance of the two hypotheses. Based on the research findings, practical implications have also been discussed.

Highlights

In today’s business environment the contribution made by Human Resource Management to organizations which may be private, public, or cooperative or may be large, medium, or small is phenomenal
Two hypotheses which are directional were formulated and they are stated as follows: Hypothesis1: High performance work system is positively related to employee commitment
The first hypothesis of the study was: High performance work system is positively related to employee commitment

Summary

Introduction

In today’s business environment the contribution made by Human Resource Management to organizations which may be private, public, or cooperative or may be large, medium, or small is phenomenal. Boxall and Macky (2009) described HPWS as a system of work practices which leads to higher performance. According to Lawler (1986), high involvement work system (HIWS) empower employees to make decisions and this leads to higher organizational performance. Lawler’s involvement terminology is the most helpful because it makes clear what changes in HR systems are needed for production workers This leads on to changes in the practices that increase employee skills (such as more selective recruitment) and their commitment (such as teamand company-based compensation). These changes in HRM are designed to enhance employee and operating performance

Objectives

Methods

Results

Conclusion