High Performance Work Practices Research Articles

Retraction notice: Impact of high-performance work practices in human resource management of health dispensaries in Qassim Region, Kingdom of Saudi Arabia, towards organizational resilience and productivity

Retraction notice: Impact of high-performance work practices in human resource management of health dispensaries in Qassim Region, Kingdom of Saudi Arabia, towards organizational resilience and productivity

Value and appraisal: human resource management practices and voice behaviors

PurposeEmployee voice is considered an important driver of organizational success. Management practices in the form of high-performance work practices (HPWPs) are expected to influence promotive and prohibitive voices. In addition, employee appraisal of HPWPs as a challenge or hindrance stressor is supposed to mediate the relationships. Finally, the self-direction value moderates the indirect effects of HPWPs on voice behaviors through employee appraisal.Design/methodology/approachA quantitative research approach was adopted with data collected from 315 subordinate supervisor dyads from 12 business organizations in Vietnam. This research uses partial least square structural equation modeling (PLS-SEM) to test the hypotheses.FindingsResults indicate that HPWPs are significantly associated with both types of employee voice behaviors. Challenge appraisal partially mediates the impact of HPWPs on promotive voice, while hindrance appraisal acts as a partial mediation in the HPWPs-prohibitive voice linkage. Self-direction value moderates the link between HPWPs and prohibitive voice.Research limitations/implicationsResults show that HPWPs may have both productive and harmful effects on employees. Depending on how the employees appraise HPWPs, they develop different coping strategies by raising their voices. HPWP-implementing organizations should pay attention to the employees’ values in this process.Originality/valueThis study investigates the relationship between HPWPs and employee voice based on the transactional theory of stress and coping. The mediating role of employee appraisal represents a new contribution. Finally, the role of self-direction value in the voice literature has not been widely evaluated in previous research.

Feeling like owners: the impact of high-performance work practices and psychological ownership on employee outcomes in employee-owned companies

ABSTRACT A central finding of scholarship on employee ownership (EO) is that EO has the strongest impacts on employee outcomes when implemented with other management practices that are typically associated with high-performance work systems (HPWS). However, our explanations for why these complementary practices matter remain underdeveloped. In this paper, we examine whether the extent to which employees feel like owners, using the construct of psychological ownership (PO), mediates the impact of three HPWS practices on four employee outcomes in a dataset of 881 employees in nine companies with employee stock ownership plans (ESOPs) in the United States. Our findings support our core argument that these practices make it more likely that employees will feel like owners, which in turn leads to positive impacts on employee outcomes. More specifically, we find that the extent to which employees perceive that they have influence, are engaged as owners through information sharing and business literacy training, and receive high quality communications about EO are positively associated with PO, and that PO is positively associated with organizational commitment, turnover intention, voice behavior, and helping behavior. We discuss the theoretical, management, and policy implications of our analysis and findings.

Organizational structure and high-performance work practices

Abstract Using firm-level data from Denmark, a country characterized by a high level of adoption of “high-performance work practices” (HPWPs), we document a large percentage of firms with limited adoption and large differences depending on the firms’ organizational structures. To explain these differences, we propose a theoretical framework based on agency theory and on human resource process theory in which the benefits of HPWPs vary across organizations according to their organizational structure. We find that opportunity- and skill-enhancing practices are more frequently used in firms with a network structure than in firms with a divisional structure, which in turn use them more frequently than firms with a functional structure. These findings are consistent with the idea that firms whose structures are designed to rely more heavily on employee control benefit less from HPWPs than those whose structures are meant to promote employee commitment. The use of performance pay is greater in divisional firms than in functional firms, which is consistent with this same idea. However, we find that the use of performance pay is lower in network organizations than in divisional organizations and is not significantly different from its use in functional organizations.

Strategies for fostering intra-entrepreneurial behaviour: the role of high performance work practices and knowledge management processes

Established firms are increasingly adopting practices aimed at fostering intrapreneurial initiatives to ensure their long-term survival. This paper analyzes the role that employee perceptions of high-performance work systems and knowledge management processes can play in fostering intrapreneurial behavior. The findings offer guidance to help practitioners promote these behaviors, highlighting the importance of high-performance work systems that enhance knowledge management processes, particularly knowledge sharing.

The impact of high-performance work practices on employee burnout experience in UK higher education: a professional services perspective

ABSTRACT Evidence demonstrates work intensity is on the rise and can lead to higher rates of burnout. The UK Higher Education professional services sector has been under-researched in terms of work intensity levels and experience of burnout. This research measured these levels and sought evidence of whether high-performance work practices (HPWPs) moderate the user’s level of burnout. Quantitative data were collected using a cross-sector survey and tested for correlation. The results evidenced a moderate, positive relationship between work intensity and burnout, and a strong, negative relationship between HPWPs and burnout. Drawing on the Job Demands – Resources model (Demerouti et. al. 2001), this research contributes to the understanding of the factors contributing to burnout in the UK Higher Education context. Practical implications include addressing the widespread culture of overwork and employing HPWP suites to moderate burnout. Suggestions for further research provide additional clarity.

Impact of High-Performance Work Practices on Employee Outcomes in Employee-Owned Companies

Impact of High-Performance Work Practices on Employee Outcomes in Employee-Owned Companies

Team-level HR practices and team engagement: mediating role of team-level psychological capital

PurposeAlthough the importance of high-performance work practices to foster individual-level outcomes is well documented, how team-level perception of HPWPs impacts team-level outcomes is not well researched, particularly in the hospitality sector. To fill this research gap, the role of team-level perception of HPWPs in fostering team engagement through team psychological capital is investigated.Design/methodology/approachA survey was conducted using a structured questionnaire.FindingsThe study findings suggest that in the presence of HPWPs, front-line service employees have high psychological resources and are more engaged in performing their organizational tasks.Originality/valueThe hotel management should benefit from high-performance work practices to enhance employees' attachment with their service organizations for exhibiting work engagement.

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.

High performance work practices and turnover intentions: A case of call Centre employees

Staff turnover is a major problem in call centers due to various factors leading to unfavorable outcomes including operational problems, poor customer service, higher training costs, and lack of competitiveness. In the present study, we investigated this issue by using the High-Performance Work System (HPWS) as a theoretical lens. We hypothesized that the extent of HPWS can negatively influence the staff turnover intention which we used as a proxy measure for actual turnover. The data is collected from selected call center employees (n=159). The results indicate that participants perceive a moderate level of HPWS components. Furthermore, the component of HPWS exerts a negative and significant influence on staff turnover intentions including recruitment and selection (β=-.412, P<.05); training and development (β=-.552, P<.05); job security (β=-.418, P<.05); and autonomy (β=-.306, P<.05); whereas, results for promotion (β=.051, P>.05); and communication (β=.107, P>.05) turned out to be insignificant. The result shows that HPWS is a significant predictor of employee turnover intention in the particular context of the call center, thus implying that the management of the call center should give attention to the employee management-related issues.

High-performance work practices impacting employee satisfaction and retention : Evidence from IT sector

High-performance practices have become essential for improving organisational performance and gaining competitive advantage. Therefore, organisations need to invest and improve employment outcomes in the world of competition to sustain the performance of the organisations. However, most companies worldwide place management objectives over employee satisfaction and retention. Therefore, the study investigated major HR practices prevailing in Delhi-NCR IT companies and explored how high-performance practices influence employee satisfaction and retention. 350 respondents from five IT organizations in Delhi-NCR participated in the study using a quantifiable methodology. Regression and Correlation analysis was employed to analyse the data. Hence, the present study includes a detailed study on linking these high-performance practices with employee satisfaction and retention. The study’s findings demonstrate that innovative HR practices significantly impact employee retention and satisfaction in IT organisations. Multiple regression revealed how employee satisfaction, retention and high-performance practices related.

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).