High-performance Work Systems Research Articles

Always good for innovation? Investigating when and why high-performance work systems promote versus inhibit employees’ innovative behavior

PurposeThis study employs job demands-resources (JD-R) model and self-determination theory (SDT) to examine the double-edged effect of perceived high-performance work systems (HPWS) on employees’ innovative behavior via harmonious passion and obsessive passion. Additionally, the study investigates the cross-level moderating effect of innovative climate on the relationship between perceived HPWS and innovative behavior through the two types of passion.Design/methodology/approachTime-lagged data were collected at three points (Time 1, 2 and 3) to mitigate common method variance. Data were collected from Pakistan with 451 respondents from 90 firms.FindingsFindings reveal that perceived HPWS positively affect employees’ innovative behavior via harmonious passion and negatively influence employees’ innovative behavior via obsessive passion. Moreover, cross-level innovative climate strengthens both the positive and negative impact of perceived HPWS on employees’ innovative behavior.Originality/valueThis study proposes and tests the double-edged effects of perceived HPWS on employees’ innovative behavior, challenging the previous consensus that perceived HPWS is always beneficial for innovative behavior. Besides, we identify organizational innovative climate as a critical condition that amplifies the dual effects of perceived HPWS on employees’ innovative behavior via passion.

Boundary conditions on the dark side of high-performance work systems: leader-member exchange as a job resource

PurposeEmployee emotional exhaustion is widely recognized as a hidden cost associated with high-performance work systems (HPWS). To delve deeper into the pathway from HPWS to emotional exhaustion and explore the boundary conditions capable of mitigating these hidden costs, this study, building upon the job demands-resources (JD-R) model, proposes that psychological strain serves as a mediator and theorizes that leader-member exchange (LMX) operates as a job resource serving to buffer the adverse effect of HPWS-induced psychological strain on emotional exhaustion.Design/methodology/approachThis study adopts a time-lagged research design with a four-week interval to test the proposed hypotheses. Two waves of survey data were collected from 398 respondents in the Chinese state-owned banking sector.FindingsThe findings largely supported our hypotheses. Specifically, the results indicated that psychological strain mediated the relationship between HPWS and emotional exhaustion. In addition, LMX, as a job resource, moderated the indirect relationship between HPWS and emotional exhaustion. High-quality LMX reduced the likelihood of employees experiencing psychological strain caused by HPWS, thereby buffering the manifestation of emotional exhaustion.Originality/valueBy innovatively introducing the LMX as a job resource, this study demonstrates that the hidden costs of HPWS are not inevitable. This finding relieves organizational researchers and practitioners from the dilemma of choosing between enhancing performance and alleviating employee emotional exhaustion when implementing HPWS.

High-performance work systems and their impact on financial performance in SMEs

High-performance work systems and their impact on financial performance in SMEs

How Does Procedural Justice Affect Job Crafting? The Role of Organizational Psychological Ownership and High-Performance Work Systems.

In today's highly competitive and complex market environment, enhancing adaptability has become essential for the sustainable development of enterprises. Job crafting, an important strategy for strengthening a company's core competitiveness, has garnered increasing attention in recent years. However, previous studies have often overlooked its antecedent variables and mechanisms. This study draws on social exchange theory and equity theory to examine how procedural justice influences the cross-level pathways of job crafting. Hierarchical linear modeling (HLM) was employed to analyze data from 76 companies and 1049 employees. The results demonstrate that procedural justice significantly and positively impacts employee job crafting. Additionally, organizational psychological ownership mediates the relationship between procedural justice and job crafting at a cross-level, while high-performance work systems positively moderate the link between organizational psychological ownership and job crafting. These findings reveal a novel pathway for enhancing employee job crafting and offer practical insights for corporate management. Companies should focus on fostering an environment characterized by procedural justice and which promotes organizational psychological ownership to encourage job-crafting behaviors. Moreover, attention should be given to the effectiveness of organizational psychological ownership and to the moderating role of high-performance work systems in this process.

High performance work systems and organizational performance: modeling the mediating role of managers’ trust in employee representation systems in European organizations

PurposeThis paper aims to examine the impact of managers’ trust in employee representation systems on the relation between HPWS and organizational performance. The present research, by including the trust of managers in ER, studies managers as direct factors that affect the HPWS-performance relation.Design/methodology/approachThe study employed partial least square structural equation modeling (PLS-SEM) through SmartPLS software using a formative model (Mode B) that includes mediation on data collected by Eurofound from 6,980 establishments in 29 European countries.FindingsOur findings show that HPWS has positive direct effects on organizational performance. Our results indicate that trust of managers in ER has a mediator role and has a positive effect on the HPWS-performance relation.Originality/valueThe present study may be the first study that directly incorporates the role of managers and managers’ trust in the employee representation system in the relation between HPWS and organizational performance, highlighting the importance of the managers in the organization and emphasizing their role in the HPWS-performance relation.

Unravelling the Path to Organizational Commitment: The Mediating Role of Perceived Organizational Support and the Moderating Role of Career Stages in High-performance Work Systems

The study explains how and when high-performance work practices (HPWPs) positively relate to organizational commitment. Specifically, it tries to unleash the black box mechanism between perceived HPWPs and organizational commitment through mediating and moderating factors from the social exchange perspective. A quantitative research design and a cross-sectional approach are used to collect data with the help of a self-administered questionnaire from 250 employees of different cities in Punjab, Pakistan. According to the findings, when employees are in the maintenance stage instead of the establishment and advancement stages, HPWPs are significantly positively associated with perceived organizational support (POS). It expands our understanding of human resources (HR) practices and empirically investigates the significance of career stages in this context. The contribution of this study is twofold; first, our study adds to the body of empirical work on HPWPs and the discussion of organizational commitment. It includes a more comprehensive understanding of social exchange relationships in the form of social, human and cultural capital that we know as POS, which organizations provide to employees. Second, by examining the function of POS in an HPWP environment, it identifies the antecedents of POS through HR practices at the employee level. It shows that POS generates strong working relationships among employees through the HPWPs process.

Green high-performance work systems and green service innovation: moderated mediation model of decent work and climate change skepticism

Green high-performance work systems and green service innovation: moderated mediation model of decent work and climate change skepticism

A Review on Worker Efficiency in Critical Task Completion

In the modern corporate environment, which is both dynamic and competitive, companies are under an incredible amount of pressure to maximize their operations, boost their efficiency, and remain one step ahead of their rivals. The effective management of human resources is essential to the accomplishment of these goals; after all, workers are the primary factor in determining the level of success achieved by a firm. However, organizations often face issues that are connected to counterproductive conduct. This behavior may impede productivity, interrupt workflow, and have negative ramifications for the organization's overall performance.The Human Performance and Workforce Strategy (HPWS) is an integrated collection of techniques for managing human resources that aims to maximize employee skills, motivation, and commitment to the achievement of corporate objectives.. The purpose of this paper is to close a knowledge gap that currently exists and to give insights into the process of designing an adaptive planning model in order to improve worker productivity in situations when the timely completion of crucial tasks is essential. The purpose of this study is to provide firms that are looking to improve their human resource management practices with actionable advice based on an investigation into the relationship between high-performance work systems (HPWS), counterproductive behavior, and employee well-being

High-performance work system and organizational resilience process: The case of firms during a global crisis.

Owing to consecutive global crises (e.g., the COVID-19 pandemic, multiple regional wars), interest has grown in understanding and promoting organizational resilience. There is scant knowledge about how a human resource management (HRM) system can foster organizational resilience. This study examines the role of a high-performance work system in the organizational resilience process during the COVID-19 pandemic. We focus on two properties of the resilience process: stability during the jolt phase and flexibility during the turnaround phase. We test our hypotheses using quarterly sales data from 268 Korean firms during the COVID-19 pandemic. Our findings show that an high-performance work system reduces the severity of loss during the jolt phase (i.e., it maintains stability) through an increased climate of trust and enhances the scale of recovery during the turnaround phase (i.e., it improves flexibility) through an increased climate of innovation. We advance research on HRM, organizational resilience, and crisis management, showing how an HRM system can foster two essential properties for the resilience process to unfold effectively over time after the onset of a crisis. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

THE EFFECT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE AMONG BROADCASTING ORGANIZATION IN UGANDA. A CASE STUDY OF UGANDA BROADCASTING CORPORATION (UBC)

The concept of organizational performance is pertinent to organizations as it gauges how well organization utilizes its human resources to achieve set goals and objectives with a given period of time. UBC is a regulated broadcasting organization that has not been performing in terms of tv and radio ratings as projected. The competitive business environment among broadcasting organizations continues to grow affecting the tv and radio ratings in Uganda. To mitigate these competitive forces, Broadcasting organizations can integrate these HRM practices strategically to enhance their competitive position, differentiation, innovation, resilience, sustainability, and success in the dynamic and competitive media landscape today. Thus, the current research sought to investigate influence of HRM practices on organizational performance of broadcasting organizations in Uganda. Case study of UBC. Specific objectives of research sought to establish effect of Training and development, Recruitment and Selection, employee security and Performance Appraisal on organizational performance of UBC. Research was grounded on the High-Performance Work System (HPWS) and social exchange theory by Homans, Blua and Emerson. The study utilized a descriptive research method. Target population was 70 employees of UBC. Sample of 65 participants was chosen using Krejcie, Robert V, Morgan, Daryle W, (1970) Table of sampling determination. Primary data was gathered using closed-ended questionnaire. Reliability was determined by Cronbachs Alpha coefficient of 0.7 and above was considered adequate. Validity was established by use of content and construct validity. Quantifiable information was evaluated by both descriptive and inferential indicators while qualitative information was examined through content analysis. Outcomes of the research found out that HRM practices absolutely impact organizational performance. Training and development as well as Employee Security were found to be statistically significant while recruitment and selection and performance appraisal were not statistically significant. Budget constraints were established to partly intervene the connection between HRM practices and organizational performance in UBC. In addition, the outcomes also had shown that well-being and job security of employees regulates the connection between HRM practices and organizational performance in UBC. Management of UBC ought to increase application level of HRM practices to enhance their competitive position, differentiation, innovation, resilience, sustainability, and success in the dynamic and competitive media landscape today.

고성과작업시스템과 자동화가 혁신성과에 미치는 영향: 상보성에 관한 탐색

Recently, technological advancements have been rapidly influencing the labor process. The key issue is determining whether automation and human resources can develop a complementary relationship to foster innovation, or if they will compete and potentially replace each other. We conceptualized human resources as three enhancing bundles— ability, motivation, and opportunity—which are commonly seen as the core components of the High-Performance Work System(HPWS). We examined workplace panel data from the Korea Labor Institute(KLI), utilizing biennial data from 2015, 2017, and 2019(three waves). The findings are as follows. Firstly, the ability-enhancing bundle and opportunity-enhancing bundle made positive impacts on innovation. Secondly, the interaction effects of the ability-enhancing bundle with automation, as well as the opportunity-enhancing bundle with automation, were positive. This suggests that automation strengthens the positive relationship between each HR bundle and innovation. The results imply that understanding how to facilitate collaboration between human resources and automation is crucial for innovation during technological transformations. We suggest that to remain innovative with new technological advancements, the strategy should shift from the traditional HRM approach to a HARM(Human-Automation-Resource-Management) approach, fostering a reciprocal relationship between human resources and automation.

Implementing high-performance work systems: dynamics of professionalisation in a promoter-driven organisation

Purpose Recent literature on high-performance work systems (HPWS) has questioned the universal success of HPWS and highlighted the need to examine contextual factors and micro-level employee experiences. To address this issue, this study aimed to explore the dynamics of HPWS implementation. Using the case of an Indian public-limited pharmaceutical company transitioning towards professionalisation, it examined the inconsistencies between the intended, enacted and perceived HPWS practices. Design/methodology/approach This study used a case study approach, drawing on multiple data sources, including surveys, interviews with various stakeholders, observations, documents and reports. Quantitative data was gathered through job satisfaction and organisational culture surveys completed by 888 employees. The qualitative interview data was analysed deductively, with themes derived from the existing HPWS literature. Findings The analysis revealed the organisation’s struggle in integrating professionally oriented HPWS practices within its promoter-driven bureaucratic culture. Employees reported a lack of autonomy, poor communication and inequitable opportunities for training and promotion. These cultural misalignments undermined the effectiveness of HPWS, leading to perceptions of exploitation, decreased job satisfaction and reduced trust in management. The findings highlight that HPWS practices cannot be implemented in parts without holistically considering the organisational context and culture. Practical implications The study offers practical guidance to organisations on implementing HPWS effectively. It emphasises the importance of continuously integrating employee feedback into HPWS practices to ensure sustainable performance improvements. Originality/value This study addresses a critical gap in HPWS literature by offering a post-implementation analysis focused on employee experiences within a traditional family firm. It highlights the systemic challenges that hinder the effectiveness of HPWS in practice.

State of the Art on High Performance Work Systems Research: A Bibliometrics Study

This systematic data-driven review examines current state of the literature on high performance work systems (HPWS) and identifies future research directions in the human resource development (HRD) literature, using bibliometric analysis and content analysis of 789 peer-reviewed articles published between 1996 and 2021. Firstly, this study presents yearly trends, influential articles, journals, and countries in the HPWS literature. Moreover, by employing bibliographic coupling and content analysis in conjunction, this study reveals the following key research themes: (1) HPWS and organizational performance, (2) HPWS and individual-level outcomes, (3) Human Resource (HR) systems-HPWS-performance link, and (4) Diversification of the HPWS research contexts. Based on the findings, we propose future research directions for HRD scholars, including the need to investigate the influences of HPWS utilization in the contexts of pandemic and uncertainty, sustainability, the adoption of HPWS in small and medium-sized enterprises, and the dark side of HPWS.

Machine Learning Analysis of High-Performance Work Systems: The Role of Employee Engagement and Growth Mindset

This paper reviews High-Performance Work Systems (HPWS), employee engagement, and job performance with a focus on the role of growth mindset as a moderator. Using machine learning algorithms Decision Trees, Random Forest, and Support Vector Machines (SVM), we extracted 217 employees working at software companies in Lahore, Pakistan. The findings of this study point to the interaction between HPWS and both job performance as well as engagement, which is significantly moderated by a growth mindset. This study contributes to the solution of the research question and contributes to the numerous area of research and modern data Driven human resource management for better performance of the workforce and overall improved organizational results.

Exploring High-Performance Work Systems and Sustainable Development in the Hospitality Industry

This study examines the impacts of high-performance work systems (HPWS) on employee career decision-making self-efficacy (CDMSE) and service performance with regard to the theory of reasoned action in the hospitality industry. Recognizing the critical influence of human interaction and service quality on customer satisfaction, this study demonstrates that HPWS can lead to a motivated and skilled workforce, enhancing CDMSE and service excellence. Employing a quantitative research design, this study analyzes data collected from hospitality employees to assess the relationship between HPWS, CDMSE, and service performance. The findings reveal that HPWS significantly enhance employee service performance by boosting CDMSE, which in turn leads to proactive service behaviors. Furthermore, this study highlights the moderating role played by service climate, showing that a supportive environment amplifies the positive effects of HPWS on employee service outcomes. These insights contribute to an improved theoretical understanding of HR practices in the hospitality sector and offer practical implications for organizations aiming to improve service quality while supporting sustainable hospitality development.

High-Performance Work Systems, Work Intensification, Health Harm and Well-Being: Mediation and Moderation Models

This study aims to examine the impact of work intensification, high-performance work systems (HPWS), and workplace well-being on health harm at Bentoel Group Cigarette Factory, Malang. Using an explanatory research approach, the study explores the mediating role of HPWS as a variable that explains the relationship between work intensification and health harm, as well as workplace well-being as a moderating variable influencing the relationships between variables. Data were collected through questionnaires distributed to 128 production employees in the tobacco processing section using a saturated sampling method. The analysis was conducted using SEM techniques with the SMARTPLS 4.0 software. The results show that the descriptive values of the variables of work intensification, HPWS, health harm, and workplace well-being each have good average scores. Work intensification has a significant positive effect on health harm. Additionally, work intensification has a significant negative effect on the implementation of HPWS. HPWS has a significant negative effect on health harm, indicating that HPWS can reduce health harm. HPWS also mediates the effect of work intensification on health harm with a significant positive influence. Workplace well-being was found to have a significant moderating effect, showing that increased workplace well-being can reduce the negative impact of HPWS on health harm. Keywords: High-Performance Work Systems (HPWS), Work Intensification (WI), Workplace Well-Being (WWB), Health Harm (HH)

High-performance work systems and employee voice behavior: a sequential mediation analysis

PurposeBased on ability-motivation-opportunity, social exchange, and job demands-resources theories, this research aims to investigate how high-performance work systems (HPWS) are linked to voice behavior through sequential mediating effects of psychological meaningfulness and work engagement in a Middle Eastern context.Design/methodology/approachStructural equation modeling was employed to analyze data obtained from a sample of 538 nurses working in various hospitals located in Palestine.FindingsThe findings show a positive association between HPWS and voice behavior. In addition, the study findings support the sequential mediation of psychological meaningfulness and work engagement on the association between HPWS and voice behavior.Originality/valueThis study is one of the few examining the effect of HPWS on individual-level outcomes in the context of the Middle East. More specifically, our study is the first to test the association between HPWS and voice behavior, especially in this under-researched context. It is also the first to explore the influence of HPWS on voice behavior through sequential mediating pathways of psychological meaningfulness and work engagement.

Artificial intelligence application and high-performance work systems in the manufacturing sector: a moderated-mediating model

This empirical investigation examines the complex dynamics between Artificial Intelligence (AI), Potential Development (PD), Training Initiatives (TI), and High-Performance Work Systems (HPWS) within manufacturing firms to gain valuable insights into how AI technologies influence high-performance work systems through employee development and training. Using a purposive sampling technique, around two hundred employees from twenty-four manufacturing firms in the textile, automotive, steel, and pharmaceutical sectors participated in the self-administered survey. The empirical analysis of the data sets was conducted using the PLS-SEM approach. This result demonstrated positive associations between AI, PD, and HPWS, emphasizing the key role of AI in supporting employee development and improving high-performance work systems. Furthermore, training’s amplification effect on the relation between artificial intelligence and professional development highlighted the significance of employees’ upskilling for AI integration. Conversely, the mediating role of PD between AI adoption and HPWS effectiveness highlighted the significant role of employee professional development in achieving HPWS through AI integration within the systems. The study offered insight into the mediation of PD between AI and HPWS effectiveness, emphasizing its centrality in translating AI-driven advances into tangible organizational outcomes. The study findings have significant ramifications for both theory and practice. Theoretically, this research adds to an evolving dialogue surrounding AI’s effects on HR practices and organizational outcomes; practically speaking, organizations can utilize this research’s insights in strategically integrating AI technologies, designing tailored training programs for their employees, and creating an environment conducive to ongoing employee development.

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.

Do human resource systems indeed have "system" effects? The dual internal fit model of a high-performance work system.

The configurational or "internal fit" perspective proposes that human resource (HR) systems are most effective when individual practices are configured such that they fit together and are mutually reinforcing. The Ability-Motivation-Opportunity (AMO) model has emerged as a predominant way to select and configure HR practices based on whether they attempt to enhance employee ability, motivation, or opportunities. Despite the widespread use of the configurational perspective and AMO model in building a high-performance work system (HPWS), researchers have not clearly articulated how HR practices across the AMO domains should be configured to maximize internal fit across the system. Moreover, research has overlooked the hierarchical nature of an HPWS, such that HR practices are nested within a particular AMO domain, and the AMO domains, in turn, are nested within the HPWS. To address these gaps, we develop and test a dual internal fit model that specifies synergistic interactions within and among AMO domains. Analyses of six-wave panel data from 640 firms reveal that internal fit effects of HR practices simultaneously exist within (i.e., HR practice-level interactions) and among AMO domains (i.e., AMO domain-level interactions) to predict workforce productivity and ultimately firm profitability. Moreover, the two sets of interactions predict outcomes beyond the additive effects of the HR practices on which prior research has typically focused. These findings show that HR practices can be configured to have "system" effects. They also highlight the value of the dual internal fit model to understand the performance benefits of optimally configured HR systems. (PsycInfo Database Record (c) 2024 APA, all rights reserved).