High Performance Work Practices Research Articles

High-performance work practices and entrepreneurial firm performance: the moderating role of firm size and industry type

PurposeThis paper examines the moderating role of firm size (FS) and industry type in the relationship between high-performance work practices (HPWPs) and entrepreneurial firm performance.Design/methodology/approachA descriptive research design involving a five-year dataset from firms in the retail and services industries of Nigeria was used in the analyses.FindingsThe use of HPWPs is widespread among entrepreneurial firms, with ability- and motivation-enhancing practices being dominant. Country context influences the types of HPWPs implemented by entrepreneurial firms. FS and industry type do not have significant moderating effects on the relationship between HPWPs and the performance of entrepreneurial firms. The positive effect of HPWPs on performance is consistent with findings made in prior studies.Research limitations/implicationsFS plays a neutral role in the relationship between HPWPs and entrepreneurial firm performance. Within the broader retail and services industries, this relationship is weaker in capital-intensive firms compared to less capital-intensive ones. The restricted focus on only retail and service industries may limit the universal applicability of the findings.Practical implicationsFindings indicate that the efficacy of HPWPs is neither influenced by FS nor industry type. Entrepreneurial firms with higher capital intensity benefit relatively more from the use of HPWPs.Originality/valueUnlike other research efforts focusing on a single moderating influence, this study combines two important contextual factors, FS and industry type, to provide a better understanding of HPWPs. The study spotlights the effects of country context in the implementation of HPWPs in a way that prior studies have not done.

From HR Practices to HR Performance: A Psychological Ownership Meta-Analysis Across Cultures

This study utilizes psychological ownership theory as theoretical framework to examine high-performance work practices, and attitudinal and behavioral performance as associations of psychological ownership on the population level. Psychological ownership describes a mindset which allows individuals to experience ownership feelings for a target (e.g., organization) regardless of legal ownership rights. Further, psychological ownership theory is integrated with and extended by contingency theory to analyze the moderation effects of societal culture. These effects have been assumed for over 30 years but hardly backed by empirical evidence from cross-cultural samples. Thus, this study analyzes data from 351,919 individuals who participated in 139 published and unpublished studies, using rigorous and advanced meta-analytic techniques. The results show that compensation and benefits, job and work design, and communication practices foster psychological ownership, which in turn enhances constructive deviant behavior, task performance, and favorable attitude while weakening unfavorable attitude. Societal culture significantly strengthens these relationships.

HUMAN RESOURCES MANAGEMENT AND ORGANIZATIONAL BEHAVIOR: CASE STUDY IN A CONSULTATION COMPANY

Objective: To Analyze the relationship between human resources management and organizational behavior, in light of the analysis of high-performance work practices and workers' organizational commitment. Theoretical Framework: This study focuses on the “high performance work practices” (Pfeffer, 1998; Becker, et al. 2001) which refer to a set of practices that aim to select, develop, and retain workers, especially the most innovative ones, to maximize the organization's performance. Method: A case study was carried out in an innovation and technology consultancy organization, based on the application of a questionnaire survey on the components of organizational commitment (Nascimento et al., 2008) and the perception of workers regarding high performance work practices (Esteves, 2008). The sample is mainly composed of male professionals, between 26 and 34 years old and with a undergraduate or bachelor’s degree. Results and Discussion: The results show some consistency with previous empirical studies: high performance work practices are present in this type of organization; professionals are affectively committed to the organization; there are significant correlations between high performance work practices and organizational commitment, especially at the level of affective commitment. Research Implications: Assists in the design and implementation of practical human resources management strategies for managers, which contribute to the formulation of management systems focused on organizational commitment behaviors of professionals in the context of the consultancy sector. Originality/Value: It is a pioneering study developed in a national context on the two constructs in the consulting sector, contributing to the literature by highlighting the importance of a relational and reflective approach to the importance of organizational behavior. Its relevance and value is evidenced by the support it gives to the design of management systems and practices based on organizational 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 Impact of High-Performance Works Practice on Employees Job, Life and Career Satisfaction

The objective of this study is to explore the association between high-performance work practices (HPWPs) — encompassing training, empowerment, rewards, and teamwork — and the levels of personal career, job, and life satisfaction among full-time academic staff at Komar University of Science and Technology. Employing a quantitative methodology, the research utilizes a survey questionnaire disseminated through a Microsoft online form to collect data. The sample comprises 92 participants representative of the study's population. Data analysis was conducted using SPSS software, version 26. The analysis concluded a lack of significant correlation between HPWPs and the variables measuring satisfaction in care, job, and life. It was also observed that a mere 7% of employees engaged in high-performance work reported satisfaction across these areas. These findings contradict our initial hypothesis, indicating that HPWPs may not be as influential on satisfaction levels as previously anticipated.

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

Numerous Malaysia policies underscore the need to build exceptional R&D capabilities as the key economic driver. This study acknowledges the influence of high-performance work practices (HPWP) on R&D innovativeness. Underpinned by social exchange theory, this study investigates the implementation of innovation-enhancing HPWP in Malaysian R&D organisations and their relationship with project performance. Survey data on R&D project performance and six dimensions of innovation-enhancing HPWP were collected from 210 project leaders and members. Results suggested that innovation-enhancing HPWP implementation is still low as HPWP might be a relatively unknown practice in the R&D sector. Nevertheless, four HPWP dimensions were significant predictors of R&D project performance: employee recruitment, performance appraisal, reward and compensation, and employee participation. These findings will guide managers in developing relevant HPWPs to foster innovativeness. This includes a comprehensive audit of existing R&D people, processes, and products, and how these three `Ps’ can be streamlined into an innovation-enhancing HPWP.

A Qualitative Study of Selected Organisations’ Reward and Recognition Policies to Motivate People with Disability Employees

A World Bank report in 2019 observed that approximately one billion differently abled in the world are a source of talent and contributors to the world economy. The concept of disability entered the United Nations Convention on the Rights of People with Disabilities (UNCRPD) in 2006. After its entry into UNCRPD, the issue related to disability has been seen as a human right and human development issue. The challenges faced by the differently abled at physical, intellectual, psychological and mental impairments multiplied when they face undue isolation and restrictions in society. This article is based on in-depth qualitative data in the form of case studies of selected business organisations that have modified their HR practices to include differently abled people as an employee. This study is based on a theoretical framework of high-performance work practices (HPWP) and their policies regarding building reward and recognition for managing employee performance in their organisations. As further scope for research, the recommendations and suggestions of the study may be taken as a reference point to do a detailed primary study in future research.

Abandonment issues: A hazard analysis of high‐performance work practices

AbstractThis study examines usage of high‐performance work practices (HPWPs) over time using a unique longitudinal survey of Canadian organizations. Human resource management (HRM) studies tell us HPWPs require long‐term commitment but rarely measure it. Using event history analysis this study finds high rates of HPWP abandonment. The study also examines organizational supports for high‐performance work system (HPWS). A Cox regression analysis finds rates of abandonment are reduced when HPWPs are accompanied by aligned business strategies and HR professional support. The results inform process research on HRM strategies and raise troubling questions for findings in studies that fail to measure duration. For managers, the findings highlight the importance of ensuring strategic alignment with and organizational support for HPWPs if they are to endure.

Linkages between high-performance work practices and family-centered goals: implications for financial performance in family firms

PurposeThis study explores what impact high-performance work practices (HPWP) – from the ability-motivation-opportunity (AMO) framework – might have on financial performance among family firms and examines the mediating role played by family-centered goals (FCGs).Design/methodology/approachThe empirical approach is based on data collected from a sample of 339 Spanish small and medium-sized family enterprises operating in the industry and service sectors. To test the hypotheses, this paper applies a path analysis modeling tool to estimate both indirect and direct effects in mediator models.FindingsThe results indicate that the AMO framework has a significant impact on financial performance through the lens of FCGs. In addition, family businesses' keen concern to preserve family wealth influences the effectiveness of HPWPs, making firms more socioemotionally oriented at the expense of economic impact.Research limitations/implicationsThis paper underscores the importance of integrating family aspirations into strategic human resource management (HRM) design, emphasizing the significance of socioemotional wealth (SEW) preservation.Practical implicationsThe findings offer practical insights for family managers, family owners and human resource (HR) practitioners, suggesting the need to align HR practices with family goals and to strategically balance socioemotional and financial wealth considerations. Family owners in key management positions must skillfully manage HR strategies in order to harmonize family and firm goals.Originality/valueBy examining the mediating effect of FCGs, this paper advances and extends SEW theory in the context of HRM by considering the relationships between HR practices and firm performance as a mixed gamble approach.

Role of empowering leadership as a mediator between HPWPs and Gen Y employee engagement: evidence from Indian hotels

PurposeThis study evaluated the bundled impact of high performance work practices (HPWPs) on Generation Y (Gen Y) employee engagement (EE) while considering empowering leadership (EL) as a mediator.Design/methodology/approachThe data for the study are received from 404 Gen Y frontline service employees from three to five star Indian hotels and examined using structural equation modeling.FindingsGen Y employees' perception of HPWPs directly explains their engagement, and EL partially mediates the link between HPWPs and Gen Y EE.Research limitations/implicationsThis study suggests managers to gain from implementing HPWPs and their impact on Gen Y engagement to boost their organizational performance.Practical implicationsThis study suggests managers to gain from implementing HPWPs and their impact on Gen Y EE to boost their employee and hotel's performance.Originality/valueThe present research is one of the few attempts to study how HPWPs can engage the Gen Y cohort in the workplace, especially in developing countries (i.e. India).

Crafting Effective HRM Strategies for Enhancing Organizational Performance and Employee Engagement

Purpose: This study examines the effectiveness of Human Resource Management (HRM) strategies in enhancing organizational performance and employee engagement, addressing gaps in HRM customization for specific organizational needs. Research Design and Methodology: Utilizing a qualitative approach, the research involves semi-structured interviews and document analysis to collect data from a purposive sample of HR professionals, managers, and employees. This exploratory and interpretive study aims to deeply understand the impacts of tailored HRM practices. Findings and Discussion: Key findings reveal the importance of high-performance work practices and strategic HR alignment in boosting organizational performance. The study also highlights the critical roles of organizational culture and leadership styles in enhancing employee engagement and effective HRM strategy implementation. Internal communication quality within organizations significantly affects HRM outcomes. Implications: The study suggests aligning HRM strategies with business goals and enhancing workplace environments to foster employee engagement. These findings contribute to HRM theoretical frameworks and offer practical insights for HR professionals in designing effective, context-specific strategies. Future research should explore these relationships in diverse organizational contexts to optimize HRM practices further.

Do high-performance work practices promote an individual's readiness and commitment to change? The moderating role of adaptive leadership

PurposeUtilizing the social cognitive theory, this study aims to suggest that organizations that promote high-performance work practices (HPWPs) are instrumental in fostering an individual's affective commitment to change through the explanatory process of an individual's readiness to change. In addition, high adaptive leadership would also strengthen HPWPs and readiness to change relationships.Design/methodology/approachThis study tested the hypotheses using a temporally segregated research design across three time waves (n = 337).Findings This study found support for the direct, mediating, moderating and mod-med hypotheses. The results of this study corroborate that a high adaptive leadership and an organization implementing HPWPs set the stage for creating an individual's affective commitment to change via their readiness to change.Originality/valueThe current study integrates the change management, leadership and HRM literature by suggesting a unique mechanism and boundary conditions that advance research and practice in an individual's willingness and acceptance to change. Based on the study's findings, the authors suggest theoretical and practical implications for research and practice.

Impact of High-Performance Work Practices on Efficiency and Effectiveness of Multispecialty Healthcare Service Delivery in an Emerging Economy—Role of Relational Coordination

Healthcare institutions have been working to improve the efficiency and effectiveness of the service delivered. The literature has argued that their capabilities have a direct effect on service outcomes. Research has explained how their capabilities can be enhanced by implementing high-performance work practices (HPWP) bundles and how these bundles can impact performance through relational coordination. However, this previous research has focused primarily on single-specialty healthcare institutions in a developed country. Inherent characteristics of multispecialty healthcare institutions (e.g., inability to standardize) and emerging economy context (e.g., absence of case manager role) motivate further investigation in this setting. Therefore, in our research, we study the impact of HPWP on the overall performance, efficiency, and effectiveness of healthcare service delivered and how this linkage is moderated by relational coordination. We analyzed 605 valid responses from different healthcare institutions located in the southern Tamil Nadu state of India using structural equation modeling. In alignment with past research, our results show that HPWP improves the overall performance and effectiveness and this linkage is moderated by relational coordination. However, HPWP's impact on efficiency and its moderation by relational coordination is insignificant. We explain the results by anchoring them to the characteristics of the multispecialty and emerging economy context.

High Performance Work Practice (HPWP) Implementation at Pt. Sumoda Tama Berkah (“Mbok Darmi Milk”) In Bogor City, West Java

The community service program is the university's commitment to carry out the functions of the Tri Darma of Higher Education in an integrated manner with the functions of education and research. The mentoring program for improving management systems in SMEs, namely PT. Sumoda Tama Berkah, which has a business in the food and beverage industry with the Trademark "Susu Mbok Darmi," takes the theme Implementation of High Performance Work Practices (HPWPs), which aims to build a strong foundation on three pillars: 1) Practices to improve employee capabilities, such as training and skills development; 2) Practices to increase employee motivation, such as structuring reward systems, career development, and information sharing through improving organizational communication skills; and 3) Practices that give employees the opportunity to go the extra work, such as employee engagement and teamwork. The program is implemented through training using problem-based learning and experiential training methods, as well as through direct consultation, assistance and mentoring. Strengthening the "Outside-in" mindset in the concept of Human Resource Business Partners (HRBP) is very important to provide ways to find arguments for customers, namely "value propositions", so that every employee understands the importance of providing a excellent service. Through training in the fields of HR, operation management and supply chain, communication skill and excellent service, and managerial skills training, it is expected to be able to provide a strong foundation for practicing HPWPs, which ultimately aim to improve company performance and corporate sustainability.

High-performance work practices and employee wellbeing: organizational identification as a mediator.

The aim of this study was to examine how high-performance work practices affect engagement and workplace bullying, two different aspects of employee wellbeing. Furthermore, the study sought to examine the potential mediating role of organizational identification in these relationships. A two-wave survey study (n = 213) was conducted among psychologists in Finland. The results showed that high-performance work practices (HPWPs) were positively associated with engagement and negatively associated with the risk of workplace bullying. Moreover, organizational identification acted as mediator of the HPWPs-engagement relationship, though alongside the significant indirect effect via organizational identification there was also a significant direct effect of HPWPs on engagement. The study adds knowledge to ongoing debates on whether HPWPs support or undermine employee wellbeing. In particular, it extends our understanding of the association between HPWPs and relationship wellbeing, a topic that has so far received scant attention. Furthermore, the study advances our understanding of explanatory mechanisms in the HPWPs-engagement relationship and points to the importance of organizational identification for explaining why HPWPs lead to higher engagement.

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.

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.

Examining high-performance work practices in academia: role of administrative workload and support staff

PurposeThe study aims to explore the effectiveness of performance-oriented practices like high-performance work practices (HPWPs) in higher education (HE), given its explicit focus on performance these days.Design/methodology/approachThe study uses hierarchical linear modeling using statistical package for social sciences (SPSS 22.0) to test the hypotheses. An intertwined framework of the ability–motivation–opportunity (AMO) model and the job demand-resources (JD-R) model was proposed. The study considered strategic hiring, recognition and participatory decision-making as ability, motivation and opportunity-enhancing practices respectively. Further, the study addressed the impact of institutional level moderators, like administrative workload (AWL) and support staff (SS).FindingsThe findings based on the responses of 385 faculties and 443 students from 36 Indian institutes, indicated that HPWPs enhanced the education performance (EP) of HE institutes. Further, results revealed that both AWL and SS had differential effects on the relationship between HPWPs and EP. Contrary to authors’ expectations, SS showed a negative effect of the relationship between HPWPs and EP.Research limitations/implicationsThe increased AWL was debilitating the beneficial effects HPWPs. The negative interaction effect of SS sheds light on the hidden issues surrounding SS in HE institutes. Based on findings, the study offered important theoretical and practical implications.Originality/valueTo the best of authors’ knowledge, the impact of innovative human resource (HR) practices in academia remains relatively under-researched, and the current study is an attempt to fill this void.

Personalized human resource management via HR analytics and artificial intelligence: Theory and implications

This conceptual paper theorizes the emerging concept of personalized human resource management (HRM), which refers to HRM programs and practices that vary across individuals within an organization. As a subset of high-performance work practices (HPWPs), personalized HRM is implemented at the individual level and represents the next generation of HRM, which is characterized by the adoption of advanced HR analytics and artificial intelligence (AI) to provide tailored HR solutions. We argue that personalized HRM constitutes a unique source of sustained firm competitive advantage and offers additional beneficial performance effects on top of other HPWPs. Drawing on the theories of individual differences and person-organization fit, we explain why personalized HRM outperforms traditional standardized HRM in terms of productivity, favorable HR climate, flexibility, return on investment of HRM, and firm financial performance. We also suggest that business strategy is a moderator of the relationship between HRM and firm performance. Building on the AI job replacement theory, we further propose that the mechanical and analytical intelligence (intuitive and empathetic intelligence) required for personalized HRM tasks is positively (negatively) related to the adoption of AI. Lastly, we elaborate on the implications and explain how advanced HR analytics and AI can facilitate the transition toward personalized HRM.

Analysis Of the influence of work life balance, leadership, religiosity and high performance work practices on employee performance mediated by employee engagement

This study to test and analyze can affect work life balance, leadership, religiosity, and high performance work practices to employee engagement. The population in this study are employees from logistics companies that focus on providing transportation services and the number of samples used 185 respondents. The research method used in this study is a quantitative method using smart PLS 3.0 for data processing. The results showed that leadership and religiosity had a significant positive effect on employee engagement, leadership style, work life balance, high performance work practices had a significant positive effect on employee performance. leadership and religiosity have a significant positive effect on employee performance which is mediated by employee engagement while high work performance and work life balance have no significant effect on employee performance which is mediated by employee engagement.