Effect Of High Performance Work Practices Research Articles

When and how big data analytics and work practices impact on financial performance: an intellectual capital perspective from banking industry

PurposeThis study aims to determine the role of intellectual capital (IC) on financial performance (FP), the mediating effect of high-performance work practices (HPWPs) and the moderating role of big data analytics on the banking sector operating in Pakistan.Design/methodology/approachThis study collected quantitative and cross-sectional data using structured questionnaire forms distributed to selected targeted respondents using a convenient sampling technique. The 518 useable questionnaires were analysed using the SmartPLS software through a structural equation modelling technique to test the proposed research hypotheses.FindingsThe study results revealed that IC has shown an impact on FP. The role of HPWP significantly mediates between IC and FP, while the moderating role of big data analytics remains insignificant.Practical implicationsThis study highlights IC's role in enhancing FP in the Pakistani banking sector. It will bring a higher quality IC in the banking sector, and they will be better positioned to serve the community. Policymakers need to invest in IC and HPWP and utilise BDA, which will boost FP and uplift the quality of the banking sector.Originality/valueThis study extends the concept of IC and adds the theoretical role of HPWPs and big data analytics in the literature on IC, along with the contextual application. The study also develops a unique role of the integrated IC model theory with a relationship to the banking sector of Pakistan.

Longitudinal effects of high-performance work practices on job performance via person–job fit

PurposeThis present three-wave longitudinal study aims to elucidate underlying mechanism in high-performance work practices (HPWPs) and job performance relationship by examining the role of person–job as a potential mediator.Design/methodology/approachData were collected from 357 faculty members of universities in Punjab (India) using a well-structured questionnaire for four consecutive months. Hypotheses were tested using PLS-SEM software.FindingsThis study results substantiated HPWPs have a direct favorable impact on the person–job fit because their extensive engagement policies, such as employee empowerment and rewards, help employees to perceive their jobs as being a good fit. Furthermore, these practices fulfil employment expectations for employees, resulting in job fit and boosting the employee’s performance; highlighting person–job fit as potential mediator.Research limitations/implicationsGrounding on the person–environment congruence theory, this study shed light on the relationship between HPWPs and job performance via person–job fit in the Indian higher education sector. This develops a unique management philosophy and strategies for long-term sustainable growth of organizations to give proper concrete evidence for the significance of human resource management (HRM).Practical implicationsThis study findings persuade HR professionals in higher education institutions to actively engage in reconsidering and implementing their current HPWPs efficaciously to ensure that the employees are well-suited to their roles, i.e. increased person–job fit and perform at a higher level. Furthermore, considering the favorable impact of HPWPs on job fit and performance, it is pertinent to extensively use these practices in organizations all over the world especially across developing nations as a successful HRM solution.Originality/valueThis longitudinal study provides first-hand information on person–job fit intervening as a mediator in HPWPs and job performance relationship thereby contributing to the current corpus of HPWPs work. This fills the gap in HPWPs and job performance literature by identifying a novel concept of person–job fit that is mostly unexplored in developing countries like India.

In prosperity and adversity? The value of high-performance work practices for SMEs under conditions of environmental hostility and social embeddedness

PurposeTaking a resource-based view, the authors analyse the effect of high-performance work practices (HPWPs) on the performance of small- and medium-sized enterprises (SMEs) under conditions of environmental hostility, and consider how this relationship is influenced by managers' embeddedness in social networks. The authors argue that high perceived levels of environmental hostility strengthen the strategic value of HPWPs in SMEs, whereas high levels of manager embeddedness in social networks weaken this contingent relationship.Design/methodology/approachThese hypotheses were tested in a sample of 249 SMEs, from two Spanish industries related to food production, using linear regression with two- and three-way interaction effects.FindingsThe study results show that the implementation of HPWPs benefits SMEs' performance in hostile environments. However, the dark side of managers' social capital could undermine any such benefit, especially if there is a high degree of network closure. In hostile contexts, such closure appears to limit managers' willingness to depart from the common practice of reducing investment in human resources.Practical implicationsContrary to predominant beliefs that managers facing economic adversity should reduce costs by cutting investment in personnel development, this study indicates that supporting HPWPs enhances a firm's objective financial performance.Originality/valueThis study advances our understanding of the specific conditions under which HPWPs sustain SME performance. It also introduces the dark side of managers' social capital into considerations of this relationship. The study findings provide new insights that are counterintuitive to business practice.

The Impact Of High Work Performance Practices On Hospital Employee Performance: The Mediation Moderation Of Employee Engagement And Employee Extra Role

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).

Linking Service-oriented High-Performance Work Practices Bundle with Person-job Fit, Person Organization Fit and Affective Commitment: A Parallel Mediation Analysis

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.

Can high-performance work practices influence employee career competencies? There is a need for better employee outcomes in the banking industry.

It is essential for organizations to invest and improve employee outcomes to enhance organizational competitiveness and growth in today's world. However, most organizations place management objectives above the career competencies of employees. Therefore, this study investigated 1. the effect of high-performance work practices on employee career competencies in the banking industry. 2. the mediating effect of employee career competencies on the relationship between high-performance work practices and employee outcomes in the banking sector. The study adopted a quantitative approach with a total of 340 respondents from various banks in Tanzania. The data was analyzed using Covariance Based Structural Equation Modelling (CB-SEM). The results of the finding indicate that high-performance work practices have a significant effect on employee career competencies. Similarly, employee career competencies significantly impact service quality, creative performance, and extra-role performance in banks. Also, employee career competency does not mediate the relationship between high-performance work systems and service quality in the banking industry.

High-performance work practices lecturers’ performance connection: Does working condition matter?

Poor performance of lecturers in Nigerian Polytechnics warrants independent research on lecturers’ job performance, given that the poor performance has seriously affected educational development in the country. Substantial evidence from the extant literature has highlighted that high-performance work practices are significant predictors and drivers of enhanced performance. Also, the functionality of high-performance work practices is context-dependent. Therefore, the current study investigates the effect of high-performance work practices (recruitment and selection, training and development, and employee involvement) on lecturers’ performance in the context of Nigerian polytechnics. It also examines the moderating role of working conditions in the high-performance work practices’ relationship with lecturers’ performance. Data were obtained from 539 academics in the North-west Nigerian polytechnics. The overall findings indicate that training and development and employee involvement are significant predictors of enhanced lecturers’ performance, and working condition strengthens the recruitment and selection–performance connection and employee involvement–performance relationship. This implies that the link between HR practices and enhanced performance could be affected by the environment within which organizations operate. The present study focused mainly on teaching staff from the polytechnics located in the north-central geopolitical zone of Nigeria. Thus, other geopolitical zones and non-teaching staff from various polytechnics could be studied further by future studies.

Effect of High-performance Work Practices on Civil Servants Health Based on Two Sides of the Job Demands-resources Model in the National Research and Innovation Agency Indonesia

The purpose of this paper is to examine the effect of High-Performance Work Practices (HPWPs) viewed from two sides of the Job Demands-Resources (JD-R) model on employee health. The proposed model was tested on 402 civil servants of the Indonesian Research and Innovation Agency. We utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) to analyze the study. Our results show that HPWPs has a significant positive impact on employee health, job satisfaction, employee engagement, and challenge stressors. Besides that, we found that HPWPs has a negative impact on stressors and emotional exhaustion. In addition, job satisfaction, employee engagement, challenge and hindrance stressors become partial mediators in the positive effect of HPWPs on employee health. Meanwhile, supportive leadership tends to reduce the positive influence of HPWPs on employee health. The results of this study indicate that agencies should pay more attention to the dose of JD-R and the role of leadership in HPWPs in order to improve employee well-being. Because if job demands higher than the work resources, it has a negative impact on employees, even excessive leadership roles in the HPWPs have a negative impact on employees

The Effects of High-Performance Work Practices on Turnover Intention with Mediating Role of Psychological Contract Breach: A Case of IT Firms in Oman.

The study aimed to test the HPWS and its employee outcomes in the IT sector in Oman with mediating role of Psychological Contract Breach (PCB). The study utilized a quantitative approach along with a cross-sectional survey method for data collection. Data is collected from the staff of selected IT firms (n=124). AMOS is used for analysis which consisted of two stages. In the first stage, the reliability and validity of the construct are tested; while, in the second stage, regression analysis is used for hypotheses testing. The study result shows that recruitment & selection, training & development, job security, and communication exerted negative and significant influence on staff turnover intentions; while, the result for promotion and autonomy turned out to be insignificant and negative insignificant. Furthermore, recruitment and selection, job security, and autonomy had negative and significant effects on employees’ perceived psychological contract breach (PCB), whereas training and development, promotion, and communication had small effects. PCB partly mediates between HPWS dimensions and staff turnover intentions, according to mediation studies based on indirect impact analysis. Based on these findings, we concluded that HPWS is critical for IT companies to generate positive employee outcomes.

Influences of high-performance work practices on trust in organisation in Jordanian construction firms

It has been shown in the literature on human resources that unsatisfactory levels of trust can lead to deteriorating levels of work performance while increasing transaction costs. The lack of trust between employees and their supervisors reduces productivity, which negatively influences work performance. In an organisation that implements high-performance work practices (HPWPs), employees may presume that employers are highly proficient, dependable, and unbiased. This study aims to assess the effects of HPWPs on trust in organisation (TIO), which is measured by trust in management (TIM) and trust in supervision (TIS) in Jordanian construction firms. To this end, a quantitative methodology has been applied, and PLS-SEM analysis has been employed to analyse data from 274 respondents, including administrative and managerial employees of the grade-one construction firms in Aqaba, Jordan. The results showed that two variables, involving extensive training and reward based on performance have positively influenced TIM and TIS, whereas job security was found to establish a direct relationship with TIM. The results showed that employee involvement in decision-making has an insignificant relationship with TIM and TIS. This paper has forwarded useful theoretical and practical implications regarding human resource management knowledge in the construction industry context in Jordan.

The indirect effect of high-performance work practices on employees’ performance through trust in management

PurposeThe construction industry activities play a key role in achieving socio-economic development and sustaining economic growth in many countries. Increased awareness about the role of human resource management in employee performance has led construction firms to evaluate and focus on high-performance work practices (HPWPs) components, which intend to cultivate employee and organizational performance. This study aims to explain HPWPs affect employee performances through the mediating influence of trust in management in Aqaba, Jordan.Design/methodology/approachA questionnaire survey was administered to collect data among the contractors Grade1 across Aqaba, Jordan. This research was designed as a quantitative study and data were collected at one point of time. In total, 311 questionnaires were returned and only 279 completed questionnaires to test the relationship between HPWPs and employee performances according to the ability, motivation and opportunity conceptualized framework. The partial least squares technique was adopted to test the proposed relationships.FindingsThe results present that extensive training, rewards based on performance and job security have a significant relationship with trust in management. Trust in management exerts partial mediation effects between HPWPs (extensive training, rewards based on performance and job security) and employee performance (creativity and innovation).Originality/valueThe findings of the study provide useful and original information to improve the overall performance of construction firms.

The Effect of High-Performance Work Practices on Organizational Performance: The Mediating Role of E-Human Resource Management

هدف اصلی پژوهش حاضر بررسی تأثیر اقدامات کاری با عملکرد بالا بر عملکرد سازمان با در نظر گرفتن نقش تعدیل­گری مدیریت منابع انسانی الکترونیک شرکت‌های مستقر در شهرک صنعتی جی اصفهان است. جامعه آماری پژوهش شامل کلیه مدیران و کارشناسان منابع انسانی در شهرک صنعتی جی اصفهان است و نمونه آماری مبتنی بر قواعد معادلات ساختاری و به روش نمونه‌گیری در دسترس اتفاقی به تعداد 230 نفر انتخاب گردید. برای جمع‌آوری داده‌ها از پرسشنامه اقدامات کاری با عملکرد بالا فلود و همکاران (2008) دارای 9 گویه، پرسشنامه عملکرد سازمان کتکار و سات (2009) که دارای 5 گویه و پرسشنامه مدیریت منابع انسانی الکترونیک هویی (2006) که شامل 9 گویه هست، استفاده شد. پایایی پرسشنامه‌ها با استفاده از آلفای ‌کرونباخ برای پرسشنامه‌ها به‌ترتی0/882، 0/823 و 0/823 محاسبه شد و فرضیه‌های این تحقیق با استفاده از تحلیل عاملی و مدل معادلات ساختاری مورد آزمون قرار گرفت. نتایج تحقیق نشان داد که اقدامات کاری با عملکرد بالای محیط کاری بر عملکرد شرکت‌های مستقر در شهرک صنعتی جی اصفهان تأثیر مثبت معناداری می‌گذارد. مدیریت منابع انسانی الکترونیک بر عملکرد شرکت‌های مستقر در شهرک صنعتی جی اصفهان تأثیر مثبت معناداری می‌گذارد. مدیریت منابع انسانی الکترونیک در رابطه بین اقدامات کاری با عملکرد بالا و عملکرد شرکت‌های مستقر در شهرک صنعتی جی اصفهان اثر تعدیل‌گری معناداری ندارد.

High-performance work practices, socioemotional wealth preservation, and family firm labor productivity*

Despite growing research on the effect of high-performance work practices (HPWPs) on family firm performance, the implications of socioemotional wealth (SEW) preservation remain ambiguous. This stems from SEW preservation being used primarily as an explanatory construct and assessed indirectly rather than directly in empirical studies. To address this research gap, we draw upon organizational control and signaling theories to determine the “true” interaction between HPWPs and SEW preservation for labor productivity. Specifically, competing hypotheses are presented to determine if this interaction supports complementarity or substitutability. Using a sample of 124 Spanish family firms and a direct measurement of SEW preservation, our results provide support for substitutability, suggesting that family firms can realize higher labor productivity when HPWPs are fully implemented and commitment to SEW preservation is low, and vice versa. These findings have important implications for family firms, given HPWPs’ inverse relationship with SEW preservation regarding labor productivity.JEL CLASSIFICATIONJ24, L20, L21, L26, M12_M12, M54_M54, O15

Effects of High-Performance Work Practices (HPWPs) on Employee Performance: A Review Article

The main objective of this review article is to produce a comprehensible collection of existing resources in the literature to explore the relation between high-performance work practices (HPWPs) and organizational performance in an attempt to evaluate and abridge the ways through which HPWPs can improve organizational performance. Additionally, the aim is to reveal how high-performance work practices can influence the positive change in organizational performance as many studies results demonstrate that high-performance work practices can most of the time considerably envisage organizational performance. However, and even though high-performance work practices are deemed to have a great impact over organizational performance, this paper will not overlook HPWPs possible peripheral setbacks and will try to uncover some of HPWPs undesirable effects.

High-Performance Work Practices and Turnover Intention: Investigating the Mediating Role of Employee Morale and the Moderating Role of Psychological Capital

This study examined the effects of high-performance work practices on turnover intention through the mediating role of employee morale. The study also examined the extent to which psychological capital could moderate the relationship between employee morale and turnover intention. With the aid of questionnaire administration, the study collected 469 valid responses from frontline employees in the hospitality sector of Ghana. Findings from the hierarchical regression analysis showed that training and empowerment had a significant influence on turnover intention. Training and reward also had a significant positive effect on job satisfaction. Empowerment, on the other hand, had a significant positive influence on affective organizational commitment. Both affective organizational commitment and job satisfaction significantly influenced turnover intention. Optimism and resilience moderated the relationship between affective organizational commitment and turnover intention. Also, self-efficacy moderated the relationship between job satisfaction and turnover intention. The study offers some implications and suggestions for future studies in the main text.

Can high performance work practices and satisfaction predict job performance?An examination of the Malaysian private health-care sector

PurposeThis paper aims to examine the effects of high-performance work practices (HPWPs) (participation, training and compensation) on nurses’ job performance (task and contextual) through the mediating role of job satisfaction. As nurses form the bulk of health-care professionals, their performance at work is crucial in determining patient satisfaction regarding care quality. HPWPs have been recognized as having the ability to affect employees’ work attitudes and behaviours positively. Specifically, these practices foster job performance.Design/methodology/approachSelf-administered questionnaires were used to collect the survey data on 639 staff nurses working in large private hospitals in Malaysia. Data were subsequently analysed using the partial least squares method.FindingsThe findings indicate that job satisfaction serves to mediate the relationships between the three HPWPs (participation, training and compensation) and the two dimensions of job performance (task performance and contextual performance).Research limitations/implicationsFirst, as all variables were measured using self-reports, a common-method bias could exist (Podsakoffet al., 2003). Hence, future researchers may want to combine self-assessments and supervisory or peer assessment to improve the validity of the outcomes. Second, the cross-sectional nature of this study limits our ability to make causal inferences. Bias could happen because the study examined both exogenous and endogenous variables at the same time. Thus, a longitudinal approach taken in the future could cross-validate the current findings and provide additional support regarding the causality of the HPWPs-job performance relationship. Third, the data were collected from staff nurses working in large private hospitals in Peninsular Malaysia. Thus, one should be careful to generalize the findings to different health-care professional groups and organizations.Practical implicationsFrom the practical perspective, it is evident from the findings that as job satisfaction is able to enhance job performance and given the need for nurses to provide quality health-care services, private hospital authorities concerned with encouraging greater job performance among their nursing workforce need to provide adequate support to their employees. This could be achieved through the implementation of HPWPs. Perceptions of the extent of a hospital’s HPWPs in terms of participation, training and compensation, have significant and positive effects on nurses’ level of job satisfaction. Therefore, it would be worthwhile for private hospitals to encourage more opportunities for nurses to participate in decision-making regarding their work. In addition, frequent training activities will be able to enhance nurses’ knowledge, skills and abilities, resulting in greater satisfactionOriginality/valueTo the best of the authors’ knowledge, this is the first attempt to investigate the effects of HPWPs on nurses’ job performance in the Malaysian private health-care context. As studies using Eastern samples are relatively limited, the findings from this study would serve to expand the extant literature from a cross-cultural perspective.

Effect of High-Performance Work Practices on Academic Research Productivity

The competitive environment of universities has increased the application of managerial practices such as human resource management. However, little research exists regarding the effects of these practices on knowledge workers. The study attempts to contribute to fill this gap, examining the effect of high-performance work practices (HPWP) on academic research productivity (ARP). A survey was completed by 442 researchers and the analysis supported a positive relationship between the adoption of HPWP and ARP. Specifically, HPWP promoting education, training and autonomy, and teamwork are better antecedents of ARP than practices focusing on performance management, reward systems, and selection.

High-performance work practices and medical professionals' work outcomes: the mediating effect of perceived organizational support

PurposeIn this research, we investigate the effect of high-performance work practices (HPWPs) on medical professionals' work outcomes through the mediating effect of perceived organizational support (POS).Design/methodology/approachThe study analyzes the opinions of 218 medical doctors from private hospitals in Bangladesh, employing Partial Least Square-Structural Equation Modeling (PLS-SEM).FindingsWe find that HPWPs enhance employee performance and POS and minimize turnover intention. POS also has a substantial influence on both employee performance and turnover intention. Moreover, POS finds a significant mediating effect on HPWPs and performance as well as HPWPs and turnover intention relations.Research limitations/implicationsThe current research focuses on medical doctors who are presently working in private hospitals in Bangladesh.Practical implicationsFirst, the hospital would recognize the role of employee perceived HPWPs. Second, they might understand how HPWPs would utilize and maintain employees effectively via POS that might further improve the healthcare industry. Suggestions for future research indicate the models potential to provide optimal workplace environments that can benefit organizations as well as improve employee performance.Originality/valueThe study would provide a unique insight into the higher-order HPWPs system and its effects on the health care organizations in developing country contexts like Bangladesh. This study also extends the research on POS as a mediator between higher-order HPWPs and employee outcomes in the organization.

High-Performance Work Practices and Organizational Innovativeness: The Roles of Relational Coordination Competencies and Market Turbulence as a Mediator or Moderator

Despite an enduring interest in the effect of high-performance work practices (HPWP) on organizational outcomes, relatively little is known about how the human resources practices that engage employees in a coordinated effort foster relational coordination competencies, and further enhance organizational innovativeness. Drawing on the relational model of HPWP, this study examined the impact of HPWP on organizational innovativeness through employees’ relational coordination competencies, and the moderating effect of environmental volatility on the relationship. Using two-wave panel data from 301 manufacturing companies in South Korea, the results showed that HPWP positively influenced organizational innovativeness, as measured by the number of patent applications with a 6-year time lag, and that the link was partially mediated by employees’ relational coordination competencies. The positive effect of HPWP on organizational innovativeness was more pronounced when market turbulence was high. This study adds value to the HPWP literature by revealing the importance of human resource practices that develop employees’ relational coordination and communication competencies in achieving organizational innovativeness. Such practices are becoming even more crucial in today’s complex business environment, which necessitates task integration and employee cooperation.

Effect of High-Performance Work Practices on Organizational Performance of General Hospital, Mubi, Adamawa State, Nigeria

It is imperative to note here that, element of high performance includes incentives, compensation, participation of employees in decision making, fringe benefits, performance allowances, etc. All of these directly or indirectly affect the performance and intention of employees to stay in an organization and yet are not addressed . The main objective of this study is to examine the effect of high-performance work practices on organizational performance of General Hospital, Mubi, Adamawa state. The study adopted the use of non-experimental design with specification in survey research design. The population of the study comprises both senior and junior staff totaling (344) members of staff, while the sample size is 185 determined using Yaro Yemani formula. Hypotheses was tested using Pearson correlation analysis, the decision is that there is significant relationship between the variables under study since (r = 0.339, 0.983, 0.939 and P-value < 0.000 and df = 4). The finding revealed that organization has experience high employee turnover due to lack of employee participation in decision making, lack of employee participation in decision making has led to low employee productivity in the organization, this has led the organization to experience inequality decisions and weak employee attachment to organization. In addition, the study therefore, recommends that the Management of General Hospital Mubi should develop a strategies that will enable the hospital has experience lower employee turnover i.e. through allowing employee to participation in decision making, also should allow employee to participation in decision making in order to achieve high employee productivity in the hospital, this will enable the organization to experience quality decisions and strong employee attachment to organization.