High-performance Management Practices Research Articles

Impact Impact of High-Performance Management Practices on Affective Commitment: A Mediating Mechanism of Job Satisfaction

The objective of this study was to explore the relationship between high performance management practices (HPMP) and affective commitment (AC) through mediating mechanism of job satisfaction (JS). Questionnaires were distributed among 260 employees of five banks (Habib Bank Limited, Faysal Bank, Bank Alfalah limited, Summit Bank and Standard Chartered Bank) using non probability convenient sampling technique. Kenny (2012) contemporary approach for mediation was used to find out relationship between the variables. Results showed that HPMP have significant and positive relationship with AC. Similarly, the results also showed that there is positive relationship between HPMP and JS. From the results it is concluded that JS partially mediates the relationship between HPMP and AC.

Occupational identity, work, and burnout among managers: Do high performance human resource management practices play a moderator role?

This study seeks to examine the association between managers’ occupational identity, high performance management practices, and managers’ burnout. We propose a theoretical model that integrates identity theory into stress and human resource management research. We investigate the proposition that a weak verification of manager’s identity will be associated with a higher level of burnout, and that high-performance human resource management practices (HPHRMPs) moderate this association. Data came from SALVEO, a cross-sectional study conducted in the province of Quebec (Canada). Data were obtained from 314 managers nested in 56 workplaces. The results show a significant association between a low level of verification of some standards of the manager’s identity and burnout, mainly work demands and recognition. Thus, a low level of identity verification regarding work demands is associated with a low level of burnout. While a low level of identity verification regarding recognition is associated with a high level of burnout. HPHRMPs do not moderate the relation between managers’ verification of occupational identity and burnout. Seldom are studies that have analyzed the link between managers’ occupational identity, burnout, and HPHRMPs. By integrating the theory of identity, the theoretical model developed in this research offers a new perspective to explain managers’ burnout.

Gestión de alto desempeño y su impacto en los resultados de la empresa: El caso de Uruguay y Argentina

Title: High performance management and their impact on business results: the case of Uruguay and Argentina The main objective of the study is to identify which high-performance management practices have the greatest impact on business results. Using de Waal model, 56 executives from Uruguayan and 30 Argentine companies were interviewed, analyzing which practices prioritize, the progress in their implementation and their results. It is found that, regardless of the country, the characteristics of the company and of the executive, the practices related to continuous improvement and renewal have a greater impact on the essential results (profitability, income, growth). It is verified that, although the more a practice is prioritized, the better it is implemented, the results are significantly related to the progress in the implementation reaffirming the importance of the execution capacity.

EMPLOYMENT CONTRACT AND SMES’ INNOVATION IN DEVELOPING AND TRANSITION ECONOMIES: THE CASE OF VIETNAM

Although the job/employment security is critical to the implementation of high performance management practices (Pfeffer and Veiga, 1999), its impact on innovation remains understudied, especially in the context of small and medium-size enterprises (SMEs) in emerging and transition economies (ETEs). This paper uses the institution-based view in entrepreneurship and strategic management to (i) analyze the relationships between the formality of an employment contract and the firm’s innovation (i.e., product innovation, product improvement, process innovation and intention of innovation); and (ii) indentify potential antecedents of the contractual formality. Based on a sample of 865 private, domestic SMEs operating in the manufacturing sector in an ETE — namely Vietnam — and by using multivariable regression techniques, we find that the formality of the employment contract significantly and positively influences some aspects of the firm’s innovation (i.e., product improvement and process innovation). Furthermore, the major factors that determine the employment contract’s degree of formality are the manager’s regulatory knowledge, the degree of industrial competition and the existence of a labor representative within the firm. Implications for policy makers, managers and future research are suggested.

High Performance Management Practices and Sustainability of SMEs. Evidence from Manufacturing and Services-based Industries in Pakistan

Prior research on high performance management practices (HPMP) has primarily examined the relationship between HPMP and firm performance in the context of large organisations. However, this study examines the relationship between HPMP and Sustainability outcomes (firm performance) in small and medium-size enterprises (SMEs) and also within a specific cultural background which is under researched. This research study is related to both theory and practice. The main relevance lies in analyzing the relationship between HPMP and sustainability outcomes in SMEs. This research study relates to theory by applying the resource-based view and configurational approaches used in this study. The study employed a quantitative methodology. Data were collected through a self-administered survey questionnaire. The questionnaire was adopted from a previous validated survey measuring HPMP in Australian SMEs. The target population consisted of SMEs operating in the city of Karachi, Pakistan. Stratified random sampling was applied to collect data from two stratums i.e. manufacturing and service-sector SMEs. A total of 703 firms were selected, contacted by phone, and invited to participate in this survey. Of these firms, 357 SMEs (50.78 percent response rate) accepted the invitation to fill out the survey questionnaire. Most of the respondents who agreed requested that the researcher to visit their organizations personally. The data were analyzed by using Structural Equation Modeling techniques including exploratory factor analysis. The findings indicate a positive significant relationship between HPMP and sustainability outcomes. The link between these HPMP and the sustainability of SMEs demonstrates the value and importance of HPMP in achieving sustainability.

High Performance Management Practices: Definition and Measurement

The purpose of this study is to analyze the definition and measurement of High Performance Management Practices (HPMP). The study analyze the definitions of HPMP that various authors have used in their studies. This study employs four criteria to select the studies for assessing the definitions of HPMP and identifying what practices constitute HPMP. The analyses indicate that recruitment, selection, training, compensation, performance appraisal and employee consultation are the most frequently analyzed practices used in defining and measuring HPMP. Finally based on the analyses, the study concludes with its own working definition of HPMP.

High Performance Management Practices: Definition and Measurement

The purpose of this study is to analyze the definition and measurement of High Performance Management Practices (HPMP). The study analyze the definitions of HPMP that various authors have used in their studies. This study employs four criteria to select the studies for assessing the definitions of HPMP and identifying what practices constitute HPMP. The analyses indicate that recruitment, selection, training, compensation, performance appraisal and employee consultation are the most frequently analyzed practices used in defining and measuring HPMP. Finally based on the analyses, the study concludes with its own working definition of HPMP.

High commitment performance management: the roles of justice and trust

PurposeThe purpose of this paper is to explore the relationship between employees' perceptions of a particular subsystem of HRM practices (performance management) and their commitment to the organisation. In addition, the study seeks to examine the mechanisms by which these perceptions translate into employee attitudes and behaviours.Design/methodology/approachA total of 524 questionnaire responses were collected from four organisations in the UK.FindingsThe findings show that the link between employee experiences of high commitment performance management (HCPM) practices and their level of commitment is strongly mediated by related perceptions of organisational justice. In addition, the level of employee trust in the organisation is a significant moderator.Research limitations/implicationsThis is a cross‐sectional study based on self‐report data, which limits the reliability of the findings. The findings may also be specific to a particular context. However, the results by company support their generalisability.Practical implicationsThe findings lead one to believe that it is essential to observe the actual experiences of HCPM practices and outcomes at employee level, and to consider the broader organisational context, if one is to understand their effects on performance.Originality/valueWhen exploring the impact of high commitment work practices on firm performance, little attention has been paid to the employee perspective: employees ultimately are the recipients of an organisation's HRM practices, and as such their perceptions of these practices affect their attitudes and behaviour in the workplace.

Australian small and medium sized enterprises (SMEs): A study of high performance management practices

AbstractWhile there is extensive management and academic literature on the topic area of high performance management internationally, research on high performance management practices in the Australian context is limited. Furthermore, research on high performance management practices has focused predominantly on large organisations and is largely a new direction for research in SMEs. This study attempts to fill some of the gaps in existing studies by considering a wide range of high performance management practices in Australian SMEs. Owing to the dearth of national data on high performance management in Australian SMEs, the results of this study are used to determine whether there is any evidence of a ‘high performing’ scenario in relation to management practices in Australian SMEs. The results, reporting a national study (N = 1435) on employee management in Australian SMEs, reveal a moderate take-up of high performance management practices. The findings by themselves do not support a ‘high’ performing scenario in relation to management practices in SMEs; however the low application of participative practices in the context of low unionization, and a low incidence of collective relations, indicates that many SMEs need a makeover if they are to meet the demands of competition. It is evident from the findings in this study that high performance practices in SMEs stand to benefit from modernisation and improvement.

Australian small and medium sized enterprises (SMEs): A study of high performance management practices

AbstractWhile there is extensive management and academic literature on the topic area of high performance management internationally, research on high performance management practices in the Australian context is limited. Furthermore, research on high performance management practices has focused predominantly on large organisations and is largely a new direction for research in SMEs. This study attempts to fill some of the gaps in existing studies by considering a wide range of high performance management practices in Australian SMEs. Owing to the dearth of national data on high performance management in Australian SMEs, the results of this study are used to determine whether there is any evidence of a ‘high performing’ scenario in relation to management practices in Australian SMEs. The results, reporting a national study (N = 1435) on employee management in Australian SMEs, reveal a moderate take-up of high performance management practices. The findings by themselves do not support a ‘high’ performing scenario in relation to management practices in SMEs; however the low application of participative practices in the context of low unionization, and a low incidence of collective relations, indicates that many SMEs need a makeover if they are to meet the demands of competition. It is evident from the findings in this study that high performance practices in SMEs stand to benefit from modernisation and improvement.

Management cultures and regional development: High performance management and the location of new manufacturing plants

In-depth case studies of new manufacturing plants are used to motivate a new business location model that incorporates management practices and cultures as location factors. This model is tested using US data on the location of new manufacturing plants. It is found that plants that adopt high performance management practices and cultures rely on different criteria when making their location decisions from those plants that are managed in more traditional ways. Omitting management culture from studies of business location may result in biased estimates of the importance of various traditional location factors. By demonstrating that location decisions are differentiated according to the management practices of firms, it is argued that regional development planning should pay more attention to specific business characteristics and that regional development policy include programmes that strengthen complementarities between management practices and the regional economic environment.

HRM CLIMATE: ANTECEDENTS AND MODERATING EFFECTS OF CLIMATE LEVEL AND CLIMATE STRENGTH.

Almost all current research linking high commitment or high performance management practices to performance have proceeded at the organisational level of analysis. To date, very little attention has been paid to how employees', as the targets of HRM, may actually perceive and react to what are essentially people-centred management practices. In this study work unit members' shared perceptions of their organisation's HRM system, or HRM climate, and the effects of these perceptions on members' aggregated outcomes was investigated. Results from a sample of 66 work units showed that a more favourable HRM climate was associated with higher levels of perceived organisational support, in-role performance and citizenship behaviour, and lower levels of intentions to quit and workplace deviance. Moreover, the effects of climate level were moderated by climate strength, such that the influence of work units' climate on the criterion variables was most favourable under strong climate conditions. Additional analyses r...

Importance and Implementation of Baldrige Practices for Small Businesses

The purpose of this research is to gain insight into bow small firms perceive, and to what extent they implement, the high-performance management practices suggested by the Malcolm Baldrige Criteria for Performance Excellence. Using an empirical surrey, the authors identify the practices that small firms consider important and determine how endemic these practices are throughout the small company population, focusing on the gap between perceived importance and implementation. The analysis leads them to identify areas of the criteria that are well understood and deployed by small firms, along with areas requiring more attention. The authors attempt to provide some explanation for these observations.

What attracts high performance factories? Management culture and regional advantage

National data and case studies are used to test the importance of different types of management practices on the location decisions of new manufacturing plants. We find that plants that adopt high performance management practices and cultures rely on different criteria when making their location decisions, and also weigh standard location criteria differently, than those plants that are managed in more traditional ways. Omitting management culture from studies of business location may result in biased estimates of the importance of various traditional location factors. By more accurately specifying location models for manufacturing plants with high performance management cultures, this study provides some additional insights for regional development policy.

Validating Key Results Linkages in the Baldrige Performance Excellence Model

The Malcolm Baldrige National Quality Award Criteria for Performance Excellence represent a framework for high-performance management systems. Although the criteria have evolved based on the collective wisdom of quality experts and management practitioners throughout the United States, little empirical research has been performed to validate the criteria and its core concepts and values. One of the key linkages in the criteria is the relationship between external results and internal performance metrics, which reflect the processes and management systems that drive results in an organization. The authors use a large empirical data set to explore these linkages, and apply canonical correlation to uncover significant relationships between variables, such as between employee satisfaction and process performance, and between work system improvement and productivity. These results: 1) validate some of the key linkages; 2) support long-standing beliefs and anecdotal evidence by practitioners of the relationships among endogenous and exogenous results for business performance; and 3) lend credibility to causal hypotheses that improving internal management practices leads to improvements in external results. As such, they provide new evidence of the validity of the Baldrige model and its examination/self-assessment process that seeks to validate strong business results as an outcome of high-performance management practices.

The Human Equation: Building Profits by Putting People First.

Why is common sense so uncommon when it comes to managing people? How is it that so many seemingly intelligent organizations implement harmful management practices and ideas? In his provocative new book, The Human Equation, bestselling author Jeffrey Pfeffer examines why much of the current conventional wisdom is wrong and asks us to re-think the way managers link people with organizational performance. Pfeffer masterfully builds a powerful business case for managing people effectively--not just because it makes for good corporate policy, but because it results in outstanding performance and profits. Challenging current thinking and practice, Pfeffer: reveals the costs of downsizing and provides alternatives; identifies troubling trends in compensation, and suggests better practices; explains why even the smartest managers sometimes manage people unwisely; demonstrates how market-based forces can fail to create good people management practices, creating a need for positive public policy; and provides practical guidelines for implementing high-performance management practices. Filled with information and ideas, The Human Equation provides much-needed guidance for managing people more wisely and more profitably.

Hybrids or Hodgepodges? Workplace Practices of Japanese and Domestic Startups in the United States

This study examines the adoption of high-performance workplace management practices in Japanese and domestic manufacturing plants, spanning a broad range of products and technologies, that began operations in the United States between 1978 and 1988. Japanese transplants, the authors find, were likely to adopt “hybrid” systems of high-performance practices melding Japanese principles of workplace management with the American industrial relations system. Domestic startups incorporated many of these same techniques, but they tended to take a more limited and piecemeal approach. The managers of domestic startups also paid less attention to how individual high-performance practices fit into an overall system of efficient workplace management than did managers at Japanese transplants.

Human resource management and performance: a review and research agenda

There is a growing body of evidence supporting an association between what are termed high performance or high commitment human resource management (HRM) practices and various measures of organizational performance. However, it is not clear why this association exists. This paper argues that to provide a convincing explanation of this association we need to improve our theoretical and analytic frameworks in three key areas. These are the nature of HRM, and especially the rationale for the specific lists of HR practices; the nature of organizational performance; and the linkage between HRM and performance. A model is presented within which to explore these linkages. The existing literature on HRM and performance is reviewed in the light of this analysis to identify key gaps in knowledge and help to focus further the research priorities.