High-performance Human Resource Practices Research Articles

Role of High-Performance Human Resource Practices and Employee Innovative Behavior in the Implementation of Digital Transformation: A Case of Pakistan’s IT Sector

The purpose of this study is to determine how high-performance human resource initiatives and creative employee behavior affect the adoption of digital transformation. There hasn't been much study done on how to employ human resources in digital transformation. The primary goal of this study is to determine which high performance human resource practices have the greatest impact on employee innovation and how those practices affect both employee creativity and company digital transformation. The study's focus is first-hand information. In this examination, a quantitative research design is employed. All IT professionals working in Lahore, Punjab, Pakistan, make up the population used in this study. Data collection is done using a convenience sampling strategy. IT staff members were given a total of 350 questionnaires; 310 of them were returned, and 300 of them were chosen for analysis. The research might benefit from multilevel and longitudinal studies that incorporate companies from different industries. The current study found extensive training, selective staffing, and rewards are essential steps in the digital transformation process to encourage employee innovative behavior.

How to Increase Employees’ Innovative Behavior? A Study in A State-Owned Electricity Company

Objective: This research investigates the impact of high-performance human resource practices (HPHRPs) on employees’ innovative behavior (EIB) both directly and through the mediating effects of work engagement (WE) and psychological capital (PsyCap) in a state-owned electricity company. Design/Methods/Approach: The data was gathered by conducting a survey questionnaire among 722 employees who work in an electricity company. The collected data was then validated through confirmatory factor analysis. The data was analyzed using the covariance-based Structural Equation Modeling (CB-SEM) technique to test the hypotheses. Findings: The findings indicate that HPHRP has a positive impact on Employee Innovative Behaviour (EIB), both directly and indirectly, through the mediation of Work Engagement (WE) and Psychological Capital (PsyCap) in a state-owned electricity company. Originality/Value: This paper is unique as it provides empirical evidence on how high-performance human resource practices impact employees' innovative behavior directly and with the mediation of work engagement and psychological capital. Practical/Policy implication: HR Managers should focus on employee participation and communication to increase employee work engagement and psychological capital, which will impact innovative behavior among employees. Researchers are encouraged to study employee and organizational performance measures other than Work Engagement and Psychological Capital influenced by high-performance work practices.

The more ambidexterity the better? The moderating effect of organizational learning between high-performance HR practices and organizational performance.

The objective of this study is to test the directly impact of high-performance HR practices on organizational performance, and the mediating effect of organizational ambidexterity empirically. Moreover, the moderating role of organizational learning in the relationship between ambidexterity and specialization in exploitation or exploration on firm performance has also been examined. Ultimately, we construct a moderated mediation model. Questionnaires were distributed to the target enterprises mainly through the contacts of the research group members, the local management consulting association and the training opportunities for leaders. Finally, a total of 347 CEO questionnaire data were collected from Chinese SMEs. The sample cover Shanghai, Beijing, Chongqing, Jiangsu, Zhejiang, Guangdong, Henan, Sichuan and other eastern and central regions. SPSS 23.0 and AMOS 24.0 were used to analyze the data. The results revealed that high-performance HR practices had a positive effect on organizational performance and that organizational ambidexterity played a partially mediating role between high-performance HR practices and organizational performance. Further, organizational learning moderated the effects of organizational ambidexterity and organizational specificity on firm performance. This study provided valuable practical insights. On one hand, this study provides a concrete operational scheme for SMEs in China to realize organizational ambidexterity by integrating a series of HR practices such as employees' ability, motivation and opportunity. On the other hand, through organizational ambidexterity, firms can not only obtain organizational long-term performance by enhancing their new product R & D capabilities, that is, exploratory innovation, but also utilize their existing resources to improve and expand their existing products and services, that is, to achieve short-term performance by exploitative innovation.

Perception of Employees on High-Performance Human Resource Practices (HPHRP) in Indian Banks: A Comparison

The aim of this article is to study the difference between public and private sector banks in terms of high-performance human resource practices (HPHRP). This empirical research paper is based on a detailed analysis of the literature research, which has been conducted on 500 managerial staff of public and private sector banks in Rajasthan through a structured questionnaire. Results reveal that there is a significant difference in the HPHRP of public and private sector banks in Rajasthan with reference to practices like internal mobility, selective staffing, result-oriented appraisal, employment security and incentive rewards. The practices, namely, extensive training, clear job description, and participation and teamwork, were found to be less significant in the study. The HPHRP scale and the differences in high-performance work systems (HPWSs) between public and private sector banks were investigated in the Indian context from a theoretical standpoint. For bank professionals, this study will help in improving their HPWSs. The study is unique as it seeks to identify the role of HPHRP in both public and private sector banks in India and concentrates on a bundle of human resource practices that will significantly improve the industry’s performance outcomes.

High performance HR practices, affective commitment, and innovative work behavior: An exploratory study on knowledge workers in software companies

La présente contribution vise à construire un modèle qui combine les différentes pratiques RH à haute performance qui existent dans la littérature et les pratiques adoptées par les entreprises de l’informatique, ainsi qu’à fournir une explication claire de l’engagement affectif et les comportements d’innovation au travail dans la sphère professionnelle par le biais d’une étude qualitative avec des entretiens semi-directifs. Selon notre analyse, cinq pratiques sont adoptées par ces entreprises : le recrutement, la formation et le développement, l’évaluation de la performance, la rémunération, et la participation. Ainsi, notre enquête est basée sur une méthodologie qualitative avec des entretiens semi-structurés menés auprès de 20 travailleurs intellectuels opérant dans le secteur de l’informatique. Ils définissent l’engagement affectif et le comportement d’innovation à travers une terminologie variée. Notre étude a également déterminé les dimensions les plus significatives des comportements d’innovation chez les TI, à savoir : l’exploration des idées, la génération d’idées, la promotion des idées et l’implémentation des idées. Ainsi, les résultats obtenus permettront aux entreprises de se concentrer davantage sur l’implémentation des pratiques RH, mais aussi de comprendre la signification de l’engagement affectif et les comportements d’innovation chez les TI ce qui va aider les responsables RH à identifier les facteurs qui peuvent renforcer ces comportements.

Service-oriented high performance human resource practices and proactive work behavior: A moderated mediation model

ABSTRACT Service-oriented high-performance human resource practices are a very useful tool for ensuring service quality in the hospitality and tourism industry. Based on the social exchange theory, social learning theory, and the human resource management-performance model, this study investigates how and when service-oriented high-performance human resource practices influence positive employee behaviors. The purpose of this study is to investigate the role of service-oriented high-performance human resource practices on proactive work behavior. The study further investigates the mediating role of service orientation and the moderating role of service leadership in this relationship. Data were analyzed using PROCESS macro. The results of the study revealed that service-oriented high-performance human resource practices directly trigger proactive work behavior, and service orientation has a mediating role in this relationship. Furthermore, service leadership has a moderated mediation role in the effect of service-oriented high-performance human resource practices on proactive work behavior through service orientation.

Impact of High-Performance Human Resource Practices, Self-Efficacy and Proactive Personality on Employee’s Job Performance: A Conceptual Model

This study attempts to present a model in explaining a mechanism which ensures job performance of employees. A series of activities, which were already well researched in an isolated manner in different contexts were incorporated to develop this model. The literature-based data compilation was done to develop this model. Thereby, the Job Demand Resource Model (JD-R model) has been adopted to examine the impact of employees’ perceptions of High-performance Human Resource Practices (HPHRPs) and their job performance through personal resources such as self-efficacy and proactive personality. Therefore, when HPHRPs offer job resources to the employees, they can utilize the resources such as knowledge, skills and ability to build and enhance their personal resources to ensure their job performance in the work context. However, the JD-R model does not enough explain to make the resources connection process by the employees to be different, then resulting in varying their job performance levels. The main aim of this study is to address this lacuna by explaining to what extent employees have perceived that HPHRP has an impact on their job performance through self-efficacy and proactive personality. The main theoretical contribution is that it integrates HPHRPs, personal resources, and employees’ job performance within the same conceptualization by expanding the boundary conditions of the JD-R model. Further, this paper would make theoretical contributions and implications for managers and academics in this field.

High Performance of Human Resource Practice Towards Work Engagement: A Practice at a Government Public Office

This study aims to examine and analyze the effect of high-performance human resource practice on work engagement in the Secretary Office of the Regional House of the Representatives City of Dumai by using indicators of high-performance human resource practices, which consist of extensive training, employment security, participation and communication, selection and recruitment, and reward and compensation as independent variables. This quantitative research had a total sampling technique of 100 respondents. Data was collected by distributing questionnaires which were then processed using the IBM SPSS 26 application. The results indicated that the variables of extensive training, selection and recruitment, and reward and compensation had a positive and significant impact on work engagement. At the same time, the variable employment security had a positive but insignificant impact on work engagement. The variable of participation and communication had a negative but insignificant impact on work engagement.

High-performance HR practices, job demands and employee well-being: The moderating role of managerial support.

Drawing on the labour process theory and the job-demands resources model, this study challenges the assumption of beneficial effects of high-performance HR practices (HPHRP). The study argues that such practices lead to heightened work demands, which in turn compromise employees' well-being. The study also argues that the negative consequences associated with HPHRP can be ameliorated when employees receive support from their managers. To test the study's moderated mediation model, multisource matched employer-employee data from the Workplace Employment Relations Survey 2011 is used. Results of generalised multilevel structural equation modelling in STATA revealed that the relationship between HPHRP and well-being (anxiety and depression) is mediated by Job demands (JD). Furthermore, the relationship between JD and both anxiety and depression is moderated by Managerial support (MS), such that when the level of MS is high, the positive relationship between HPHRP and both anxiety and depression via JD is weaker. Taken together, the findings of the study advance our understanding of why and when HPHRP may impair employees' well-being.

Increasing work engagement within businesses in the 4IR era: The predictors’ impacts

This investigation seeks to answer the research question of how employee creativity (EC), employee polychronicity (EP), high-performance human resource practices (HPHRP), and perceived organizational culture (POC) impact work engagement (WE) inside organizations in the 4IR period. Nine (9) businesses in Nigeria’s Lagos, Ogun, and Oyo States served as the study's sample. Data for this examination were gathered using a cross-sectional survey methodology, and respondents who agreed to participate in the investigation were randomly assigned questionnaires. Consequently, a simple random sampling method was used to select participants. Statistical software for social sciences (SPSS version 28) was analyzed on 261 of the 270 distributed questionnaires that were recovered and determined to be useable. This study demonstrated how POC, EC, EP, and HPHRPs all have a substantial, positive, and independent influence on the improvement and sustainability of WE in Nigerian companies operating in the 4IR era. In light of this, the research’s findings have helped sustain workplace engagement during the fourth industrial revolution, notably in Nigeria. The literature on creativity, polychronicity, high-performance human resource strategies, corporate culture, and job engagement has also benefited from its contributions.

High-performance human resource practices contributing to organisational outcomes in the service industry

High-performance human resource practices contributing to organisational outcomes in the service industry

The effect of high-performance human resource practices on workplace bullying through self-control

The effect of high-performance human resource practices on workplace bullying through self-control

Effects of high-performance human resource practices in the education sector: The mediational model.

In order to better understand the link between High-Performance Human Resource Practices (HPHRPs) and outcomes, this study examines the mediating roles of person-job fit (PJ fit) and person-organization fit (PO fit) using congruence theory. Through a survey questionnaire, data were gathered from 296 people who work at educational institutions in China. The results demonstrated that the association between HPHRPs and outcomes is mediated by both PJ fit and PO fit. We observed theoretical implications and discovered that HPHRPs are an important antecedent that builds congruence among employees' values and goals and organizational values and goals, as well as their job goals, which in turn prevents employees from experiencing stress and developing intentions to leave their workplace. The current study adds to extant literature on education and HPHRPs by identifying PJ fit and PO fit as mechanisms through which HPHRPs demonstrate their authority on employee outcomes. The managerial implications, limitations, and directions for future studies are included in detail at the end.

Correction: High-performance human resource practices in Indian banks: an examination from the institutional perspective

Correction: High-performance human resource practices in Indian banks: an examination from the institutional perspective

High-performance human resource practices in Indian banks: an examination from the institutional perspective

High-performance human resource practices in Indian banks: an examination from the institutional perspective

A Literature Review of High Performance Human Resource Practices

It has become one of the hotspots of strategic human resource management to build an effective human resource management model in accordance with the requirements of organizational development and enhance the sustainable competitiveness of enterprises. In the past three decades, due to the rapid changes in the external environment and the intensification of market competition, enterprises have paid more and more attention to the human resource practices implemented within the organization. Those efficient management practices are of great importance for enterprises to maintain their core competitiveness and improve their performance. Although scholars at home and abroad have carried out a lot of theoretical and practical research on the HPHRP in the past three decades, and have achieved rich success, few scholars have systematically sorted out and integrated relevant research on HPHRP. On the basis of sorting out and integrating the existing literature, This study firstly introduces the connotation, composition and measurement of HPHRP; secondly, it focuses on the influencing factors, influencing results and action mechanism of HPHRP; finally, it discusses the future research direction.

The Effect of Authentic Leadership and Work Engagement on Job Performance: Evidence from DKI Jakarta Provincial Government

Human Resources plays an important role in Government agencies. The Provincial Government of DKI Jakarta is trying to improve the knowledge and talents of employees with budget funds allocated for training, development, and significant improvements in both the administration and service fields to maximize the performance of Civil Servants.Objective: This study aims to analyze the effect of authentic leadership and work engagement on job performance, and High Performance Human Resource (HPHR) practices as variables that mediate the relationship between authentic leadership and work engagement on job performance.Methodology: The method used in this study is a quantitative method, using survey research with employees of the DKI Jakarta Provincial Government as the object of research. Data collection which was used is the cross-sectional method by distributing questionnaires. The research sample was selected using the purposive sampling method in order to obtain 205 respondents. The data analysis method used was Structural Equation Modeling (SEM) with AMOS 21 software. Results from the previous study were considered by adding work engagement variables in determining strategies to improve job performance.Findings: The results of this study provide information on authentic leadership participation, it will improve job performance and HPHR Practices, as well as increase an employee's attachment to work, also the more HPHR Practices and job performance will increase in the organization.Conclusion: Structuralists are expected to improve authentic leadership, especially from an internalized moral perspective, to produce ethical and transparent behavior. Civil servants need to increase work engagement, especially in the absorption aspect where employees need to concentrate fully when working in the office, develop deep interest, and willingness so that they feel bound to their work. To achieve this, a positive work environment is needed. As a result, employees feel comfortable, safe, and enthusiastic when working.

A Serial Mediation Model Exploring the Impact of High Performance Human Resource Practices on Public Sector Performance through Intermediate Employee Attitudes

ABSTRACT Poor performing fire departments are often attributed to managerial deficiencies such as ineffective communication, training, and absence of relevant standard operating guidelines. Despite this, research on HRM in the fire service is lacking. Adopting a social exchange approach, we test a serial mediation model which contends that departments can enhance performance levels by adopting High-Performance Human Resource Practices (HPHRPs), that influence organizational success through the intermediate employee attitudes of organizational support and in turn, job satisfaction. Our findings show that, where there is flexibility, leaders may use discretion to build trust in the organization and improve overall performance.

Sustaining organizational performance and employee wellbeing in the 4IR: the impact of leadership 4.0, PSYCAP, and high-performance HR practices

This paper investigates perceived leadership 4.0, psychological capital (PsyCap), and high-performance human resource practices (HPHRPs) for sustainable organizational performance (OP) and employee psychological wellbeing (EPW) in business organizations.This investigation’s sample was obtained from twenty (20) organizations in Nigeria’s and Ghana’s financial, manufacturing, and service industries. Hence, this comparative study espoused a cross-sectional survey method. Nevertheless, from the 500 surveys floated, two hundred and forty-six (246) surveys were retrieved in Nigeria and two hundred and forty-three (243) in Ghana. A total of four hundred and eight-nine (489) were fit for analysis, done with Statistical Packages for Social Sciences (SPSS v.27).This paper confirms that Leadership 4.0, PsyCap, and HPHRPs independently and significantly increase and sustain excellent organizational performance and employee psychological wellbeing.This paper further notes that Leadership 4.0, psychological capital, and HPHRPs greatly and jointly influence the sustainability of organizational performance and employee psychological wellbeing. Hence, work organizations in Nigeria and Ghana, particularly Ghana, are advised to consider and assume the appropriate leadership styles, such as Leadership 4.0 for the varied circumstances and contests from the fourth industrial revolution. Moreover, employers in Nigeria and Ghana, particularly Nigeria, should always encourage positivity in their employees, using organizational support and positive psychology programs. Besides, the management and leaders in work organizations in Nigeria and Ghana should adopt human resource practices that make employees perceive that their organizations adopt the method of value enrichment, where they are taken as an essential resource for reasonable sustenance

High‐performance human resource practices and employee well‐being: the role of networking and proactive personality

Drawing on the social capital theory, the present study examined the relationship between high‐performance human resource practices (HPHRP) and individual well‐being, as well as its mechanism and boundary conditions in China. With a sample of 4,395 employees from 437 companies, the results of hierarchical linear modeling revealed that employee networking mediated the relationship between HPHRP and well‐being. Moreover, the positive effect of networking on well‐being was enhanced under high levels of proactive personality. By exploring the relationship between HPHRP and well‐being through a networking perspective and incorporating individual factors into the research model, the present study provides a clearer picture of when and how HPHRP works in the Chinese context. Implications for the literature and managerial practices were discussed.