INNOVATION-ENHANCING HIGH-PERFORMANCE WORK PRACTICES IN MALAYSIAN R&D ORGANIZATIONS: MYTH OR REALITY?

The study analyses the relationship between various high performance work practices (HPWPs) and firm performance with the mediating role of innovative strategy employed by the upper echelon in the context of pharmacy business of Owing to the prominence of strategic human resource practices in the growing economy of Thailand, the study serves the purpose to find those SHRM practices which boosts the organizational performance. The practices chosen for the research includes: training (TR), participation (PR), job definition (JD), performance appraisal (PA) and internal career opportunities (IC). The respondents of the study were the employees of the pharmaceutical firms who were engaged in strategy formulation and implementation. Additionally, survey questionnaire technique was utilized for data collection from the respondents who were selected through random sampling technique. The findings of the study showed participation of the employees in decision making i.e. making them autonomous to some extent contributes largely towards innovative strategic management. Likewise, job definition and performance appraisal also have the same relationship with the mediator. In addition to that, the link between HPWPs and firm performance was strengthened by the mediator in case of participation, job definition and performance appraisal. Lastly, the study enlightens the management to employ only those SHRM practices which have the most effective impact on firm performance. How to Cite this Article Pubmed Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. of High – Performance Work Practices on Performance in Pharmaceutical business in SRP. 2020; 11(3): 57-66. doi:10.5530/srp.2020.3.07 Web Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. of High – Performance Work Practices on Performance in Pharmaceutical business in http://www.sysrevpharm.org/?mno=92349 [Access: March 28, 2021]. doi:10.5530/srp.2020.3.07 AMA (American Medical Association) Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. of High – Performance Work Practices on Performance in Pharmaceutical business in SRP. 2020; 11(3): 57-66. doi:10.5530/srp.2020.3.07 Vancouver/ICMJE Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. of High – Performance Work Practices on Performance in Pharmaceutical business in SRP. (2020), [cited March 28, 2021]; 11(3): 57-66. doi:10.5530/srp.2020.3.07 Harvard Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul (2020) of High – Performance Work Practices on Performance in Pharmaceutical business in SRP, 11 (3), 57-66. doi:10.5530/srp.2020.3.07 Turabian Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. 2020. of High – Performance Work Practices on Performance in Pharmaceutical business in Systematic Reviews in Pharmacy, 11 (3), 57-66. doi:10.5530/srp.2020.3.07 Chicago Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. Role of High – Performance Work Practices on Performance in Pharmaceutical business in Thailand. Systematic Reviews in Pharmacy 11 (2020), 57-66. doi:10.5530/srp.2020.3.07 MLA (The Modern Language Association) Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul. Role of High – Performance Work Practices on Performance in Pharmaceutical business in Thailand. Systematic Reviews in Pharmacy 11.3 (2020), 57-66. Print. doi:10.5530/srp.2020.3.07 APA (American Psychological Association) Style Natnaporn Aeknarajindawat, Nattachai Aeknarajindawat, Damkerng Aswasuntrangkul (2020) of High – Performance Work Practices on Performance in Pharmaceutical business in Systematic Reviews in Pharmacy, 11 (3), 57-66. doi:10.5530/srp.2020.3.07

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.

Anchored on the social exchange theory, this chapter examines the indirect effect of employee engagement on the relationship between high-performance work practices (HPWPs) and employee performance in a public higher education context. The participants were select teaching and non-teaching personnel of a public state university in the Philippines (n = 200). The results of using a predictive research approach and partial least squares (PLS) path modeling using WarpPLS 8.0 revealed that HPWPs have a significant and direct effect on employee engagement and performance. Moreover, employee engagement was found to have a considerable impact on employee performance, and act as a mediator on the relationship between HPWPs and employee performance. Both practical and theoretical implications were provided in this study.

Research evidence reveals a considerable divergence between management responses and employee responses regarding organizational high performance work practices (HPWPs). This divergence implies not only that employees may not engage in some of the HPWPs that formally exist in their organizations, but also that employees may engage in other HPWPs on an informal basis. In this study, we examine the implication of the latter case (i.e., employee engagement in “informal” HPWPs) for employee- level and organization-level outcomes. Our analyses, using data from the Statistics Canada Workplace and Employee Survey, demonstrate that employee participation in informal HPWPs is associated with enhanced job satisfaction and organizational profitability in a similar way as employee participation in formal HPWPs is associated with these outcomes.

Recent empirical evidence reveals considerable divergence between management reports and employee reports regarding organizational high performance work practices (HPWPs). This divergence implies that employees may not participate in some HPWPs that are formally present in their organizations, but also, that employees may participate in HPWPs that are not formally present in their organizations. In this study, we examine the implication of the latter case (i.e., employee participation in “informal” HPWPs) for employee‐level and organization‐level outcomes. Our analyses, using data from the Statistics Canada Workplace and Employee Survey, suggest that employee participation in informal HPWPs is associated with enhanced job satisfaction and workplace profitability in a similar way as employee participation in formal HPWPs is associated with these outcomes.

Affective commitment, having diverse perspectives, is a challenge of the day. The study examines the effect of high-performance work practices (HPWP) on Affective commitment in the Telecom sector of Pakistan through the mediating role of Person-job fit, and Person-organization fit between HPWP and Affective commitment. The study framework strengthens from the Theory of Work Adjustment (Afshan & Motwani) and the Social exchange theory (SET). The purposive sampling technique used 350 questionnaires distributed among employees and 290 returned. Findings show an insignificant direct relationship between HPWP [Career development, Training and development, and Performance appraisal] and Affective commitment. Whereas person-job fit and person-organization fit fully mediate the association among high-performance work practices with Affective commitment.

Modern organizations bank upon High Performance Work Systems to optimize the potential of their human resources. Drawing upon Job Characteristics Theory (Hackman and Oldham, 1975) and Social Exchange Theory (Blau, 1964), the present study explores the direct effect of HPWPs (High Performance Work Practices) on job performance and the indirect effect through mediation of employee engagement. This paper studies HPWPs through three variables i.e. employees' awareness level, availability of HPWPs and employees' perception regarding effectiveness of HPWPs. Path model has been developed and analyzed using Amos. Full mediation effect of employee engagement is observed. HPWPs and job performance are also found to be highly correlated. Practical significance, limitations and scope for future research have also been discussed.

Drawing on the social exchange paradigm, this study evaluated the mediating effects of employee commitment (EC) in the relationship between high-performance work practices (HPWP) and employee engagement (EE) in Nigeria. The study used the social exchange theory and this paradigm has been previously used in the works of Blau (1964), Gouldner (1960), and Settoon et al. (1996). The study adopts a cross-sectional survey research design via questionnaire administration. Three employee engagement (vigor, dedication and absorption) and employee commitment (affective, normative and continuance) dimensions, and six high-performance work practices (employee selection process, motivational compensation, job and work design, participative decision-making, information sharing, and training/development) were employed. Data collected from one hundred and sixty-eight employees in selected ministries in Delta State were analyzed via structural equation modeling (SEM). Results showed that engagement positively affects high-performance work practices. The result also indicated that employee commitment mediated the influence of high-performance work practices on employee engagement. The results further suggest that affective commitment does not mediate the link between vigor and high-performance work practices. Notably, the theoretical and managerial inferences have been methodically discussed in this paper.

PurposeThe present research aims to examine the scholarly literature on high-performance work practices (HPWPs). Relevant comparisons were made between the hospitality industry, service industry and various other contextual environments in general business that might impact the choice and implementation of HPWPs, and a set of work practices was proposed for the hospitality industry.Design/methodology/approachA comprehensive review was conducted of scholarly literature related to HPWPs that was published in the past 25 years (1991-2015). A total of 89 scholarly articles were considered in this summary. Based on this review, HPWPs in the hospitality industry were compared and contrasted with other industry sectors.FindingsThere is little consensus among researchers concerning specific HPWPs that should be used by every company to improve their organizational- or individual-level performance. Thus, a specific set of 13 HPWPs that take into consideration the unique characteristics of the industry, based on a review of empirical research, was identified for the hospitality industry as a starting point for future research in the hospitality industry.Originality/valueFollowing a comparison of HPWPs in the hospitality, services literature and manufacturing-based industry context, the authors extend the body of knowledge and propose a set of HPWPs for future research in the hospitality industry. HPWPs can have positive impacts on both organizational- and individual-level performance. Thirteen specific hospitality HPWPs were identified that are most beneficial, and the circumstances under which they might yield optimal results enhance the scholar’s understanding of HPWPs and provide guidance to human resource professionals to make evidence-based decisions. A better understanding of HPWPs can assist human resource professionals in making policy decisions that optimize the use of human capital in their organizations.

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.

Purpose Drawing on the social exchange theory (SET), this paper aims to theorize and empirically examine a model that investigates the underlying mechanism through which high-performance work practices (HPWPs) influence Generation Y employee engagement (EE) and how this engagement subsequently affects two critical organizational outcomes: turnover intention (TI) and innovative behavior (IB). Design/methodology/approach The data for the study are from 404 Gen Y frontline service employees from 3- to 5-star Indian hotels and examined using structural equation modeling. Findings The findings indicate that HPWPs are the key drivers of Gen Y EE at work. EE, in turn, has a negative impact on employee TI. Also, EE results in IB of FLSEs in the Indian hospitality industry. Originality/value The present research is one of the few attempts to study how HPWPs can engage the Gen Y cohort in the workplace, especially in a developing country (i.e. India). It also bridges key theoretical frameworks (SET, job demands-resources and self-determination theory) to explain the psychological mechanisms linking HPWPs with EE and downstream outcomes.

This study investigates the role of employee engagement in the social exchange theory. The study examines the effects of High performance work practices (HPWPs) on service performance, moderated by employee engagement. Little attention has been given to understand the employee engagement on service recovery performance; therefore, the study responded to the call for additional research to improve service behavior. In doing so, the current study contributes to literatures by investigating the role of employee engagement on their attitudes and service recovery performance. The data was obtained from 1,250 call center agents to test the moderating effect of employee engagement toward the relationship between HPWPs and service behavior. The findings confirm that employee engagement moderates the relationship between HPWPs and service recovery performance. As to the implications of the findings, this study delivers insights for service managers that employees’ service behavior could be enhanced corresponding to the level of human resource management practices as well as their engagement level. Thus, the management should take into consideration by providing supportive people policies and resources so as to improve employee engagement and their service delivery.

This study investigates the role of employee engagement in the social exchange theory. The study examines the effects of High performance work practices (HPWPs) on service performance, moderated by employee engagement. Little attention has been given to understand the employee engagement on service recovery performance; therefore, the study responded to the call for additional research to improve service behavior. In doing so, the current study contributes to literatures by investigating the role of employee engagement on their attitudes and service recovery performance. The data was obtained from 1,250 call center agents to test the moderating effect of employee engagement toward the relationship between HPWPs and service behavior. The findings confirm that employee engagement moderates the relationship between HPWPs and service recovery performance. As to the implications of the findings, this study delivers insights for service managers that employees’ service behavior could be enhanced corresponding to the level of human resource management practices as well as their engagement level. Thus, the management should take into consideration by providing supportive people policies and resources so as to improve employee engagement and their service delivery.

We examine the relationship between high performance work practices and employee performance mediated by employee involvement, motivation, and satisfaction. We collected data on adapted scales from 292 heads of departments of various public and private sector institutions from Pakistan. The results indicated a positive and significant impact of high performance work practices on employee involvement, motivation, satisfaction, and performance. Besides, results also supported the mediation of employee involvement and motivation. However, the relationship between employee satisfaction and performance was not found significant and similarly, its mediation was also not established as we expected. The study is first of its kind, where a composite model of high performance work practices was tested for its employee-related outcomes. Moreover, the mediation of employee involvement and employee motivation in the relationship between high performance work practices and employee performance is also a noteworthy contribution of the current research in the Pakistani context. The results are generalizable to public and private sector higher education institutions of Pakistan but can also be used in other organizations with caution.

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.