High-performance Human Resource 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.

Does a High-Performance Human Resource Practice Stimulate Employee Creativity: A Moderated Mediation Model

This study explores entrepreneurial leadership as a moderator between employee work engagement and perceptions of high-performance human resource management (HRM) practices. Additionally, it delves into the mediating role of employee work engagement between employee creativity and these perceptions. Utilizing a quantitative research strategy, the study includes a sample of 396 members from the banking sector in Pakistan. The study employs PLS-SEM to test hypotheses. Findings indicate that employee work engagement serves as a mediator between employees’ perceptions of high-performance HRM practices and creativity, while entrepreneurial leadership moderates this association. Entrepreneurial leadership enhances the employee–organization relationship and strengthens the impact of high-performance HRM practices on positive work-related behaviours. The study contributes to the body of knowledge by examining the strong role of employee work engagement in the relationship between employee perceptions of high-performance HRM practices and creativity as mediator, as well as the significance of entrepreneurial leadership as a moderator in that relationship to optimize the working of organization stimulating through the demand resource theory.

A Study on the Relationship Between High-Performance Human Resource Management System and Psychological Contract Violation and Exit Behavior

A Study on the Relationship Between High-Performance Human Resource Management System and Psychological Contract Violation and Exit Behavior

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.

The mediating role of innovation in the relationship between high-performance human resource management practices and firm performance

The study aims to evaluate the impacts of high-performance human resource management practices on firm performance through the mediating variable of innovation. The research model was developed and integrated from high-performance human resource management theory, innovation, and firm performance. The analysis results from 312 enterprises in industrial and service sectors indicated that high–performance human resource management practices had an indirect impact on firm performance and a direct effect on innovation. Furthermore, innovation plays a mediating role in the relationship between high-performance human resource management practices and firm performance. In addition, organizational size is also a characteristic variable that impacts firm performance. Finally, the study provides some theoretical and practical implications for managers to improve enterprises' human resource management systems.

High-performance Human Resource and Knowledge Sharing: The Mediating Roles of Organizational Commitment and Organizational Citizenship Behavior

Knowledge sharing has been shown to be beneficial for organizational development, but as a private behavior, it is not considered to occur spontaneously. To explore the antecedents of knowledge sharing, this study examines the influence of high-performance human resource on knowledge sharing behavior. To address this problem, the mediating roles of organizational commitment and organizational citizenship behavior and the moderating role of transformational leadership are conducted in the relationship between high-performance human resource and knowledge sharing. Based on 448 survey questionnaires from employees across various industries, the results indicate that high-performance human resource is positively related to knowledge sharing, and organizational commitment and organizational citizenship behavior could take positive mediating effects respectively. In addition, organizational commitment and organizational citizenship behavior sequentially mediate the relationship between high-performance human resource and knowledge sharing. Moreover, transformational leadership strengthens the effects of high-performance human resource on organizational commitment and organizational citizenship behavior, respectively.

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.

Research on the Influence of High Performance Human Resource Management Intensity on Employee Engagement

In recent years, enterprises pay more and more attention to the work of high-performance human resource management. Through the effective transmission of relevant information, employees are encouraged to have a correct working attitude. Based on previous work experience, this analysis summarizes and analyzes the effect of high performance human resource management intensity on enterprise development, and proposes new solutions for employee engagement, makes employees feel the organization's concern and sense of belonging, strengthens the relationship between human resource management and employees' personal goals, and improves the communication effect between enterprises and employees. This paper discusses the influence of high performance human resource management intensity on employee engagement analysis and suggestions.

Creating Sustainable High-Performance Human Resource Practice through Employees Learning Agility. The Transition Adaptive Approach

Recently, the Covid 19 posed enormous challenges compelling organizations to adapt to unforeseen events as a result of direct immediate threats thereby pushing human resource practitioners to reshape their existing human resources practice. To the researchers’ knowledge, no study has so far investigated the relationship between employee learning agility (ELA) and high-performance human resources practice (HPHRP) particularly, the mediating effect of person-organization fit (P-O fit) to reshape the human resource practice through transition adaptive theory.  A self-completed survey from public sector employees in the Fiji Islands yielded a sample of data with 351 participants. The proposed model was analyzed through structural equation modeling (SEM), showing a model fit for the research. The findings show that ELA significantly enhances HPHRP. This suggests that learning opportunity provides an opportunity to adopt, modify and recombine the current knowledge with new knowledge in creating new knowledge stock. The diffusion of such knowledge can assist significantly in improving human resource practice. Moreover, the mediating effect of P-O fit shows the congruence between ELA and organization, further suggesting that employees perform best in an environment that supports their salient needs and recognizes their knowledge, abilities, and skills in reshaping human resources practice. As such, this becomes our significant contribution to the extant literature on human resource management. Finally, the current research offers theoretical and practical implications, limitations, and further research directions.

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.

Effect of High-Performance Human Resource Practice in Colleges and Universities in China on Teachers’ Turnover Intention: A Moderated Mediation Model

Previous studies have demonstrated that high-performance human resource practice (HPHRP) can reduce employees’ turnover intention (TI). However, only a few studies have investigated this relationship in the context of Chinese culture. Using a sample of 740 teachers from five colleges and universities in Hebei Province, China, this study assessed the effect of HPHRP in colleges and universities on teachers’ TI in the context of Chinese culture. Furthermore, the mediating effects of teachers’ organizational commitment (OC) and the moderating effects of teachers’ organizational justice (OJ) were investigated. The results revealed that HPHRP in colleges and universities had a significant negative effect on teachers’ TI. Teachers’ OC played a partial mediating effect in the relationship between HPHRP in colleges and universities and teachers’ TI. In addition, the moderation analysis indicated that HPHRP in colleges and universities enhanced OC for teachers with high levels of OJ. This study contributed to a better understanding of the role of HPHRP in colleges and universities in reducing teachers’ TI, suggesting that HPHRP implementation and improving teachers’ OC and OJ can reduce teachers’ TI.

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.

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.