High performance human resource practices and organizational performance

2012 ◽  
Vol 3 (2) ◽  
pp. 136-150 ◽  
Author(s):  
Simon C.H. Chan ◽  
Wai‐ming Mak
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Human Resource Practices

Do “high-performance” human resource practices work in public universities? Mediation of organizational and supervisors’ supports

2019 ◽  
Vol 10 (4) ◽  
pp. 493-506
Author(s):  
Abubakar Tabiu
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Organizational Support ◽  
High Performance ◽  
Public Universities ◽  
Equation Modeling ◽  
Human Resource Practices ◽  
Supervisory Support ◽  
Content Type

Purpose The purpose of this paper is to explore the relationship between “high-performance” human resource practices (HPHRP) and organizational performance, using organizational and supervisors’ supports as mediating variables. Design/methodology/approach Using cross-sectional design, the data were obtained from 311 public university lecturers in Nigeria. The study employed partial least square structural equation modeling (PLS-SEM) in the analysis. Findings The results suggested that the application of HPHRP in the public universities has direct and indirect effects on organizational performance. Also, HPHRP are linked with both organizational support and supervisory support. In turn, the organizational support and supervisory support are strongly linked with organizational performance. Furthermore, both organizational support and supervisory support fully mediate the positive relationships between HPHRP and organizational performance. The mediating role of both organizational support and supervisory support revealed their significance in HPHRP-performance link particularly within the context of public universities. Research limitations/implications The study employed self-report in collecting data for all the major constructs. Practical implications The study demonstrated the importance of HPHR practices (rigorous selection processes; training and development opportunities; information and communication practices; employee involvement in decision making; job security; fair reward system; team working and career management) and how they are directly related to organizational support, supervisory support and performance of organization. Second, for the management to enhance organizational performance (particularly in public universities), the need to emphasize on appropriate and effective HRM practices capable of promoting organizational and supervisory supports is required. This will enable the creation of supportive work environment that will promote better organizational performance. Originality/value The study adds value by providing additional understanding of the significant role of organizational support and supervisors support in HPHRP-organizational performance link.

Strengthening work engagement through high-performance human resource practices

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Charu Goyal ◽  
Manoj Patwardhan
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Work Engagement ◽  
High Performance ◽  
Service Sector ◽  
Positive Impact ◽  
Human Resource Practices ◽  
Content Type ◽  
The Individual ◽  
The Impact

PurposeThe purpose of this paper is to examine the relationship between the individual high-performance human resource practices (HPHRPs) and work engagement (WE) among the employees in the service industry in India.Design/methodology/approachThe data were collected from a sample of 234 employees working in the service sector in India with the help of a survey questionnaire method. Confirmatory factor analysis was used to validate the data. To test the hypothesized relationship, structural equation modelling was used.FindingsThe results revealed that five HPHRPs have a positive impact on the WE of employees in the service sector in India. Internal career opportunities negatively impact WE.Research limitations/implicationsThe study sample is limited to the service sector in India. Researchers are encouraged to study employee and organizational performance measures other than WE which could be impacted by high-performance work practices.Practical implicationsManagers seeking to strengthen WE could implement these HPHRPs in their firms operating in Indian service sector.Originality/valueThe paper is an attempt to provide empirical evidence on how the individual HPHRPs impacts WE in an organization. Earlier research has shown the impact of bundled HPHRPs on WE. Thus, this study is first to empirically test the direct relationship of individual HPHRPs with WE.

High-Performance Human Resource Practices Scale

2015 ◽  
Author(s):  
Ahmed Mohammed Sayed Mostafa ◽  
Julian Seymour Gould-Williams ◽  
Paul Bottomley
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Human Resource Practices

High involvement management and human resource line sustainability

2006 ◽  
Vol 7 (1) ◽  
pp. 279-286 ◽  
Author(s):  
Paul J. Gollan
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Current Evidence ◽  
High Involvement ◽  
Content Type ◽  
Major Factors ◽  
The Impact ◽  
Practical Implications ◽  
High Involvement Management

PurposeThis article will outline a number of issues for organizations to consider when pursuing sustainable high performance workplace outcomes through high involvement management (HIM) initiatives and identifies those outcomes, which reinforce corporate profitability and corporate survival, and those that satisfy employee aspirations and needs in the workplace.Design/methodology/approachA model is presented that highlights the major factors, influences and outcomes of human resource sustainability in organizations. The paper then advocates an integrated model of the HIM process, emphasising the influence of organizational culture and the impact of the external environment based on human resources capabilities and sustainable organizational outcomes.FindingsOverall, what can be drawn from the research is that high quality communication and consultation between management and employees at the workplace is essential in achieving HIM and improved organizational performance and sustainable outcomes for organizations and employees.Research limitations/implicationsImportantly, the current evidence suggests that there are a number of necessary conditions when implementing HIM processes and approach: the research suggests management should inform, train and equip shopfloor employees to make decisions at their workplace and share ownership in the process.Practical implicationsThe practical implications are that managers need to reassess the role and level of the HR function, specifically its role in persuading organizations to adopt practices that support a sustainable approach.Originality/valueOnly by acknowledging the importance of employee satisfaction and commitment through the development of integrated employee consultation, organizational change, work and life policies, workplace institutions and comprehensive career development programs, will the organization achieve greater efficiency, and productivity.

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