The link between high performance work practices and organizational performance

2016 ◽  
Vol 38 (4) ◽  
pp. 578-595 ◽  
Author(s):  
Shatha M. Obeidat ◽  
Rebecca Mitchell ◽  
Mark Bray
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Empirical Investigation ◽  
Work Practices ◽  
Cross Sectional ◽  
Content Type ◽  
Manufacturing Sectors ◽  
High Performance Work Practices ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to better understand the relationship between high-performance work practices (HPWP) and organizational performance through a multi-dimensional model of the relationship between HPWP and performance, which conceptualizes HPWP according to the ability, motivation and opportunity (AMO) framework. HPWP are conceptualized as HR practices capable of enhancing the AMO of employees to contribute to organizational performance. Design/methodology/approach – Data were collected from 118 Jordanian firms operating in the financial and manufacturing sectors. A questionnaire completed by the HR director in each firm assessed HPWP adoption and their influence on organizational performance. Findings – The findings generate support for the link between HPWP and organizational performance and confirm the utility of the AMO model for conceptualizing HPWP and their impact on organizational performance. Research limitations/implications – While this study relies on cross-sectional data, it confirms the utility of the AMO framework as an appropriate conceptual basis for HPWP and provides substantial support for the relevance of HPWP in increasing organizational performance. Originality/value – The findings provide a basis for more consistent empirical investigation and better theory building for HPWP, and also provide a more robust basis for practical prescription. The empirical contribution is also significant as one of the few studies to investigate the link between HPWP and organizational performance in the Middle East.

High performance work practices, organizational performance and strategic thinking

2019 ◽  
Vol 27 (3) ◽  
pp. 370-395 ◽  
Author(s):  
Maher Alatailat ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali
Keyword(s):  
Organizational Performance ◽  
Developing Country ◽  
High Performance ◽  
Strategic Thinking ◽  
Equation Modeling ◽  
Work Practices ◽  
Content Type ◽  
Systems Perspective ◽  
High Performance Work Practices ◽  
The Relationship

Purpose Drawing on a number of strategic management theories, the purpose of this paper is to explore the relationship between strategic thinking (in other words, systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) and organizational performance. It also investigates whether the notion and content of high performance work practices, as identified in developed countries, can be used to amplify the effects of strategic thinking within the banking industry in a developing country. Design/methodology/approach Utilizing cross-sectional data obtained from commercial banks in Jordan, this paper applied structural equation modeling (SEM) to examine the banking sector in a developing country. Data were collected through self-administered questionnaires. Findings According to the results, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis have positive impacts on organizational performance, except when considered from the systems perspective. Consequently, high performance work practices were found to only moderate the relationship between focused intent, intelligent opportunism, thinking in time and organizational performance. Originality/value The authors examined the impact of strategic thinking on the organizational performance through the moderation role of high performance work practices. The results of this paper extend the existing literature by providing evidence from Jordan, a developing country outside of the western world.

An examination of the moderating effect of electronic-HRM on high-performance work practices and organisational performance link

2017 ◽  
Vol 5 (2) ◽  
pp. 222-241 ◽  
Author(s):  
Shatha M. Obeidat
Keyword(s):  
High Performance ◽  
Middle Eastern ◽  
Positive Influence ◽  
Vital Role ◽  
Eastern Region ◽  
Work Practices ◽  
Organisational Performance ◽  
Content Type ◽  
High Performance Work Practices ◽  
And Performance

Purpose The purpose of this paper is to examine electronic-HRM (e-HRM) as a contingency factor moderating the relationship between high-performance work practices (HPWP) and organisational performance. It also explores the hypothesised relationship within the Middle Eastern context. Design/methodology/approach An empirical study was conducted on Jordanian firms operating in both financial and manufacturing sectors. The final research sample consisted of 118 questionnaires. The data were analysed using partial least squares through Smart PLS. Findings The findings show support for the hypothesised relationship. In particular, this study shows that both HPWP and e-HRM have a significant positive influence on organisational performance. The results also revealed that e-HRM moderates the HPWP-performance link. Practical implications Overall, these findings support previous claims that the adoption of HPWP contributes to organisational success. In particular, firms operating in the Middle Eastern region could improve their performance by implementing HPWP. It also confirms the vital role of e-HRM on improving the positive influence of HPWP on organisational performance. Thus, managers may consider investing in e-HRM system in order to enforce the contribution of HPWP to the effectiveness of their firms. Originality/value This study represents a first attempt to measure e-HRM as a possible moderating variable in the HPWP and organisational performance link. Such moderation would be a contribution to the strategic HRM field as very recent research calls for studies that examine new intermediary variables in an attempt to unlock the “black box” in the HPWP and performance link.

High performance work practices and organizational performance-mediation analysis of explanatory theories

2019 ◽  
Vol 68 (4) ◽  
pp. 797-816 ◽  
Author(s):  
Naval Garg
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Psychological Impact ◽  
Job Characteristics ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Work Practices ◽  
Content Type ◽  
Impact Theory ◽  
High Performance Work Practices

PurposeAlthough high-performance work practices (HPWPs) are considered to have a strong influence over organizational performance, researchers are not unanimous about the exact mechanism through which the impact of HPWS transcends to organizational performance. The purpose of this paper is to explore two explanatory theories (job characteristics theory and psychological impact theory) of HRM and examine their possible mediation effect on the relationship between HPWPs and organizational performance.Design/methodology/approachStructural equation modeling was used to examine the mediation effect.FindingsFour constituents of job characteristics theory (autonomy, feedback, skill variety and task significance) and two constituents of psychological impact theory (job satisfaction and organization citizenship behavior) reported partial mediation.Originality/valueThe paper is based on primary data collected by author.

Organizational culture and performance: a macro-level longitudinal study

2019 ◽  
Vol 40 (1) ◽  
pp. 65-84 ◽  
Author(s):  
Taesung Kim ◽  
Jihyun Chang
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Empirical Support ◽  
Macro Level ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
Market Cultures ◽  
The Relationship ◽  
Over Time

Purpose The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time. Design/methodology/approach Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination. Findings Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2). Research limitations/implications The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations. Practical implications Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments. Originality/value The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.

Implementation of high-performance work practices in the Spanish private sector

2015 ◽  
Vol 3 (2) ◽  
pp. 159-180 ◽  
Author(s):  
Gabriel Pruneda
Keyword(s):  
Private Sector ◽  
High Performance ◽  
Job Security ◽  
Work Practices ◽  
Cross Sectional ◽  
Content Type ◽  
Extensive Training ◽  
Depth Analysis ◽  
High Performance Work Practices

Purpose – The purpose of this paper is to provide an overall picture of the level of implementation of high-performance work practices (HPWP) in Spain, as well as to identify changes after three years of severe economic and financial crisis. The practices analysed include selective hiring, extensive training, information sharing, contingent remuneration and job security. Design/methodology/approach – By means of logistic regressions, the author estimates the determinants of these practices, during a crisis and pre-crisis period. As a source of information, the author uses a representative sample of the whole Spanish private sector of 9,086 wage workers, drawn from the 2006 and 2010 waves of the Quality of Life at Work Survey. Findings – Job security and skills utilisation are widely spread in Spain, whilst contingent remuneration and extensive training show low levels of usage. Highly skilled individuals holding high-quality jobs display a greater probability of being affected by HPWP. Similar patterns emerge for employees in large companies and for those in the health and education industries. Research limitations/implications – Design limitations are caused by data that are cross-sectional, not longitudinal. Practical implications – The author is able to reach conclusions that can be generalised for the entire Spanish private sector. Thus, they might be used to propose policy recommendations. Originality/value – This is the first in-depth analysis of HPWP in the Spanish private sector. The results encourage the discussion about the suitability of these practices.

scholarly journals How Organizations Can Use High Performance Work Practices To Augment Employees’ Performance Oriented Behaviors?

2022 ◽  
Vol 8 (2) ◽  
pp. 55-75
Author(s):  
Sajid Hussain Awan ◽  
Nazia Habib ◽  
Ch. Shoaib Akhtar ◽  
Shaheryar Naveed
Keyword(s):  
Private Sector ◽  
High Performance ◽  
Employee Involvement ◽  
Employee Performance ◽  
Work Practices ◽  
Public And Private ◽  
High Performance Work Practices ◽  
And Performance ◽  
Public And Private Sector ◽  
The Relationship

We examine the relationship between high performance work practices and employee performance mediated by employee involvement, motivation, and satisfaction. We collected data on adapted scales from 292 heads of departments of various public and private sector institutions from Pakistan. The results indicated a positive and significant impact of high performance work practices on employee involvement, motivation, satisfaction, and performance. Besides, results also supported the mediation of employee involvement and motivation. However, the relationship between employee satisfaction and performance was not found significant and similarly, its mediation was also not established as we expected. The study is first of its kind, where a composite model of high performance work practices was tested for its employee-related outcomes. Moreover, the mediation of employee involvement and employee motivation in the relationship between high performance work practices and employee performance is also a noteworthy contribution of the current research in the Pakistani context. The results are generalizable to public and private sector higher education institutions of Pakistan but can also be used in other organizations with caution.

High-performance Work Practices, Affective Commitment of Employees and Organizational Performance: A Multi-level Modelling Using 2-1-2 Mediation Analysis

2019 ◽  
pp. 097215091985910
Author(s):  
Subash Chandra Pattnaik ◽  
Rashmita Sahoo
Keyword(s):  
Organizational Performance ◽  
Mediation Analysis ◽  
High Performance ◽  
Affective Commitment ◽  
Employee Perceptions ◽  
Work Practices ◽  
Cross Sectional ◽  
Business Units ◽  
High Performance Work Practices ◽  
Multi Level

The link between high-performance work practices (HPWP) and organizational performance has often been oversimplified, and our understanding as to the mechanisms linking the two is inconclusive, and this study offers some insights by taking HPWP as perceived by employees rather than that reported by managers and proximal employee-level outcomes as intervening explanations. The study examines the influence of employee perceptions towards HPWP use on organizational performance through the mediating variable ‘affective commitment of employee (ACE)’. Data for the study were collected from employees of 30 business units administering pre-existing questionnaires. The model was tested using 2-1-2 mediation analysis (‘bathtub’) as proposed by Croon and van Veldhoven (2007) and it fits well with data. It has important theoretical contributions that perceptions of employees towards HPWP use play an important role and HPWP result in organizational performance through employee-level outcomes such as ACE, the knowledge of which may help practicing managers for getting the best from employees. However, findings of the study are subject to the limitations in that the research suffers in terms of establishing causality, namely, use of cross-sectional data and lack of experimental research design.

Influence of high-performance work practices on organizational citizenship behaviour: the mediating role of affective commitment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Subash Chandra Pattnaik ◽  
Rashmita Sahoo
Keyword(s):  
Research Design ◽  
Organizational Citizenship ◽  
High Performance ◽  
Affective Commitment ◽  
Work Practices ◽  
Content Type ◽  
Mediating Role ◽  
High Performance Work Practices ◽  
The Relationship

PurposeThis study examines how high-performance work practices (HPWPs) influence organizational citizenship behaviour (OCB) and the mediating role of employee affective commitment (AC) in this relationship in a non-Western context such as India.Design/methodology/approachThe study uses a survey research design. Taking a sample of 503 employees of a large manufacturing organization in India, the primary data are analysed using confirmatory factor analysis (CFA) and Andrew Hayes' PROCESS macro.FindingsThe findings indicate that employee perceptions of HPWPs positively relate to OCB. The mediating role of employee AC in the relationship is also found. These findings imply that positive perceptions of employees towards HPWPs create AC in employees and which, in turn, results in OCB.Research limitations/implicationsThe study focuses on a single organization, which limits its generalizability and recommends future researchers to conduct a broad-based study. The study is also limited by its research design and cross-sectional data for establishing causality on a firmer footing.Originality/valueThe study examines the influence of HPWPs on OCB with AC as a mediating variable in a non-Western setting such as India and makes a departure from the earlier ones in that it considers perceptions of employees towards HPWPs rather than managerial reporting of their actual use. Findings of the research take the debate a step further in understanding the mechanism of the relationship.

Effect of high performance work practices on service innovative behavior

2019 ◽  
Vol 75 (2) ◽  
pp. 382-401 ◽  
Author(s):  
Deepakshi Jaiswal ◽  
Akansha Tyagi
Keyword(s):  
Social Exchange ◽  
High Performance ◽  
Work Practices ◽  
Innovative Behavior ◽  
Holistic Model ◽  
Content Type ◽  
Western Countries ◽  
Hotel Employees ◽  
High Performance Work Practices ◽  
The Relationship

Purpose This study aims to provide a holistic model for high performance work practices (HPWPs), work engagement (WE), job autonomy (JA) and service innovative behavior (SIB) of employees in hotel industry, taking social exchange theory as the base of the study. The present study examined the effect of HPWPs on hotel employees’ SIB, mediated by WE. This study further examined the moderating role of JA on the relationship between WE and SIB. Design/methodology/approach The study was conducted in both the Garhwal and Kumaon Himalayan regions, Uttarakhand state, India. Using convenience sampling method and standardized questionnaire, data were collected from 384 employees working in 32 hotels and relationships were tested using Hayes’ method of regression analysis. Findings The findings of the study revealed that WE mediated the relationship between HPWPs and SIB. Furthermore, it was observed that JA acted as a moderator between WE and SIB. Research limitations/implications The responses were collected from the hotels of Uttarakhand region only, so the future studies may be carried out in other industries such as banking, automobile, IT, call centers, etc., as well as in some other region also. Originality/value The present study has made some crucial contributions to the existing literature and knowledge base. The study of different variables has been tested in western countries, but this integrated model is the first of its kind, which was tested in Indian context, i.e. Indian hotel employees, especially in Uttarakhand, India, that has completely different work settings/environment as compared to the western countries.

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