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.

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.

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.

The mediating role of work engagement in the relationship between high-performance work practices and job outcomes of employees in Nigeria

2016 ◽  
Vol 28 (10) ◽  
pp. 2350-2371 ◽  
Author(s):  
Osman M. Karatepe ◽  
Olusegun A. Olugbade
Keyword(s):  
Work Engagement ◽  
High Performance ◽  
Service Recovery ◽  
Job Security ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Work Practices ◽  
Content Type ◽  
Career Opportunities ◽  
High Performance Work Practices

Purpose This paper aims to examine work engagement as a mediator of the effects of selective staffing, job security, teamwork and career opportunities as the indicators of high-performance work practices on absence intentions, service recovery and creative performances. Design/methodology/approach Data came from 287 frontline employee–supervisor dyads in the international chain hotels in Nigeria. The direct and mediating effects were assessed using structural equation modeling. The Sobel test was also used to test the significance of each mediating effect. Findings The results demonstrate that the simultaneous implementation of selective staffing, job security, teamwork and career opportunities fosters work engagement that in turn leads to reduced absence intentions and results in service recovery and creative performances at elevated levels. Practical implications The presence of selective staffing, job security, teamwork and career opportunities enables management to hire individuals high in work engagement. Management should obtain significant feedback about new service ideas and suggestions for novel customer problems through workshops in which employees effectively participate. Management may also let employees with poor performance leave the organization rather than wasting organizational resources to retain them. Originality/value Little is known about the underlying mechanism through which high-performance work practices are linked to organizationally relevant and valued attitudinal and behavioral outcomes.

High-performance work practices and hotel employee outcomes

2018 ◽  
Vol 30 (2) ◽  
pp. 1112-1133 ◽  
Author(s):  
Homayoun Pasha Safavi ◽  
Osman M. Karatepe
Keyword(s):  
Structural Equation ◽  
High Performance ◽  
Underlying Mechanism ◽  
Equation Modeling ◽  
Career Adaptability ◽  
Work Practices ◽  
Employee Outcomes ◽  
Customer Contact ◽  
Content Type ◽  
High Performance Work Practices

Purpose The purpose of this paper is to test career adaptability (CA) as an underlying mechanism linking high-performance work practices (HPWPs) to met expectations, creative performance and extra-role performance. Design/methodology/approach Data were obtained from 313 customer-contact employees two weeks apart in three waves in the hotel industry in Iran. The proposed relationships were tested via structural equation modeling. Findings Employees who perceive that management offers various HPWPs display elevated levels of CA. These employees in turn find that their jobs have met their expectations. They exhibit higher creative and extra-role performances. In short, CA is a mediator between HPWPs and the aforementioned employee outcomes. Practical implications Management should invest in HPWPs to enable employees to manage various work- and career-related demands. Management should also create an environment where employees can take advantage of career opportunities for growth and development. In this environment, employees can prepare themselves for the future in the current organization and gain new skills. Originality/value What is known about the factors influencing Savickas’s (2005) notion of CA and CA influencing various employee outcomes is limited.

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.

The effects of knowledge creation process on organizational performance using the BSC approach: the mediating role of intellectual capital

2018 ◽  
Vol 22 (4) ◽  
pp. 802-823 ◽  
Author(s):  
Gholamhossein Mehralian ◽  
Jamal A. Nazari ◽  
Peivand Ghasemzadeh
Keyword(s):  
Organizational Performance ◽  
Intellectual Capital ◽  
Knowledge Creation ◽  
Structural Equation ◽  
Positive Impact ◽  
Equation Modeling ◽  
Success Factor ◽  
Content Type ◽  
Key Dimensions ◽  
The Relationship

PurposeKnowledge is a key success factor in achieving competitive advantage in the current fast-paced and uncertain economic environment. Several studies in the literature have analyzed the relationship between knowledge creation (KC) and organizational success; however, the mechanisms by which KC leads to accumulation of intellectual capital (IC) and thereby affects various dimensions of organizational performance are understudied. The purpose of this paper is to examine how KC and IC and their relationship influence key dimensions of organizational performance.Design/methodology/approachA research model was developed and tested based on the literature in the areas of KC, IC and organizational performance. This study uses a survey sent to companies in an intensive knowledge-based industry. The balanced scorecard (BSC) approach was used to measure the key dimensions of organizational performance.FindingsThe results from structural equation modeling (SEM) on 470 completed questionnaires received from the pharmaceutical companies in Iran reveal that KC activities lead to the accumulation of organizational IC and IC has a crucial and positive impact on the BSC. Furthermore, the results from the path analysis indicate that IC mediates the effects of KC on the BSC.Practical implicationsThe findings of this study contribute to the extant literature on the relationship between knowledge and organizational performance by demonstrating that knowledge and KC lead to performance when organizations utilize KC activities and leverage them to accumulate IC. Once used effectively, IC will result in a better performance in the knowledge-intensive environments.Originality/valueThis is the first study that investigates how KC contributes to firm performance by incorporating the mediating impact of IC on the BSC. The proposed model and results will help organizations to identify the mechanisms through which KC initiatives improve organizational performance.

Family-friendly practices, high-performance work practices and work–family balance

2016 ◽  
Vol 14 (1) ◽  
pp. 2-23 ◽  
Author(s):  
Lorena Ronda ◽  
Andrea Ollo-López ◽  
Salomé Goñi-Legaz
Keyword(s):  
Job Satisfaction ◽  
High Performance ◽  
Working Hours ◽  
Work Practices ◽  
Content Type ◽  
Family Balance ◽  
Family Friendly ◽  
High Performance Work Practices ◽  
Work Family Balance ◽  
Work Family

Purpose This paper aims to establish to what extent family-friendly practices and high-performance work practices are positively related to work–family balance and to identify the role played by job satisfaction and working hours as mediators of this relationship Design/methodology/approach We use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. To test the mediation mechanism implied by our hypotheses, we follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit and regression models were estimated in the analysis. Findings The results show that, in general, family-friendly practices and high-performance work practices increase work–family balance and that these positive relationships are partially mediated by job satisfaction and working hours. While both family-friendly practices and high-performance work practices increase job satisfaction, only the first increase working hours. Moreover, job satisfaction increases work–family balance, while working hours reduces it. The net effect of these opposing forces on work–family balance is positive. Research limitations/implications The use of secondary data posits some constraints, such as the type of measures and the failure to control for a higher number of family-friendly practices and high-performance work practices. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction. Practical implications Managers should implement family-friendly practices and high-performance work practices, as, in general, they increase work–family balance. A significant portion of this positive effect is channeled through job satisfaction and working hours. Originality/value The paper contributes to understanding the relationship between different subsets of human-resources management practices and work–family balance, proposing a model that aims to disentangle the mediating mechanisms through which this relationship occurs.

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