The indirect effect of high-performance work practices on employees’ performance through trust in management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alireza Jalali ◽  
Mastura Jaafar ◽  
Sabri Khalid Abdelsalam Al Rfoa ◽  
Sara Abhari
Keyword(s):  
High Performance ◽  
Employee Performance ◽  
Job Security ◽  
Work Practices ◽  
Mediation Effects ◽  
Content Type ◽  
Construction Firms ◽  
Extensive Training ◽  
Trust In Management ◽  
High Performance Work Practices

Purpose The construction industry activities play a key role in achieving socio-economic development and sustaining economic growth in many countries. Increased awareness about the role of human resource management in employee performance has led construction firms to evaluate and focus on high-performance work practices (HPWPs) components, which intend to cultivate employee and organizational performance. This study aims to explain HPWPs affect employee performances through the mediating influence of trust in management in Aqaba, Jordan. Design/methodology/approach A questionnaire survey was administered to collect data among the contractors Grade1 across Aqaba, Jordan. This research was designed as a quantitative study and data were collected at one point of time. In total, 311 questionnaires were returned and only 279 completed questionnaires to test the relationship between HPWPs and employee performances according to the ability, motivation and opportunity conceptualized framework. The partial least squares technique was adopted to test the proposed relationships. Findings The results present that extensive training, rewards based on performance and job security have a significant relationship with trust in management. Trust in management exerts partial mediation effects between HPWPs (extensive training, rewards based on performance and job security) and employee performance (creativity and innovation). Originality/value The findings of the study provide useful and original information to improve the overall performance of construction firms.

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.

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.

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.

High-performance work practices and medical professionals' work outcomes: the mediating effect of perceived organizational support

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Rabiul Basher Rubel ◽  
Daisy Mui Hung Kee ◽  
Nadia Newaz Rimi
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
High Performance ◽  
Employee Performance ◽  
Mediating Effect ◽  
Work Outcomes ◽  
Medical Doctors ◽  
Private Hospitals ◽  
Content Type ◽  
High Performance Work Practices

PurposeIn this research, we investigate the effect of high-performance work practices (HPWPs) on medical professionals' work outcomes through the mediating effect of perceived organizational support (POS).Design/methodology/approachThe study analyzes the opinions of 218 medical doctors from private hospitals in Bangladesh, employing Partial Least Square-Structural Equation Modeling (PLS-SEM).FindingsWe find that HPWPs enhance employee performance and POS and minimize turnover intention. POS also has a substantial influence on both employee performance and turnover intention. Moreover, POS finds a significant mediating effect on HPWPs and performance as well as HPWPs and turnover intention relations.Research limitations/implicationsThe current research focuses on medical doctors who are presently working in private hospitals in Bangladesh.Practical implicationsFirst, the hospital would recognize the role of employee perceived HPWPs. Second, they might understand how HPWPs would utilize and maintain employees effectively via POS that might further improve the healthcare industry. Suggestions for future research indicate the models potential to provide optimal workplace environments that can benefit organizations as well as improve employee performance.Originality/valueThe study would provide a unique insight into the higher-order HPWPs system and its effects on the health care organizations in developing country contexts like Bangladesh. This study also extends the research on POS as a mediator between higher-order HPWPs and employee outcomes in the organization.

High performance work practices and competitive advantage in the Irish hospitality sector

2007 ◽  
Vol 19 (3) ◽  
pp. 201-210 ◽  
Author(s):  
Pauline Connolly ◽  
Geraldine McGing
Keyword(s):  
High Performance ◽  
Management Practices ◽  
Cost Effective ◽  
Work Practices ◽  
Performance Practices ◽  
Content Type ◽  
High Performing ◽  
Competitive Edge ◽  
Cost Effective Method ◽  
High Performance Work Practices

PurposeFailte Ireland argues that high performance work practices will provide the Irish tourist industry with the necessary competitive edge. The main focus of this study is to explore the extent of these practices in the Irish hospitality industry with particular emphasis on the practices of staff empowerment and participation.Design/methodology/approachA questionnaire was chosen as the most appropriate means of obtaining information from managers because respondents could be targeted in a cost effective method. A total of 71 questionnaires were mailed to managers in all three, four and five‐star hotels in the Dublin and greater Dublin area.FindingsThe data show that Dublin‐based hotels display some of the human resource practices associated with high performing work practices. There are, however, very low levels of employee participation, which many authors argue are the cornerstone of high performance practices.Practical implicationsThe Irish hotel industry is undergoing fundamental change, not least of which is the increasingly demanding and discerning clients. Customers are demanding quality products and services, speed and reliability of service, price competitiveness and innovation. If Irish hotels are to survive and remain competitive, the issue of staff representation, participation and the channels of communication will have to be addressed. Recognising, utilizing and developing their human resources may be the most significant challenge that management faces, and it is posited that those organisations that excel at this will be the industry leaders.Originality/valueThe paper offers insights into the realities of management practices in hotels in an Irish setting.

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 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.

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.

High-performance work practices do much, but H.E.R.O does more: an empirical investigation of employees' innovative behavior from the hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Farrukh ◽  
Nabeel Yunus Ansari ◽  
Ali Raza ◽  
Fanchen Meng ◽  
Hong Wang
Keyword(s):  
High Performance ◽  
Psychological Capital ◽  
Work Behavior ◽  
Work Practices ◽  
Innovative Behavior ◽  
Content Type ◽  
Service Employees ◽  
Innovative Work Behavior ◽  
High Performance Work Practices ◽  
Innovative Work

PurposeDrawing motivation from Lawrence Bossidy's quote and leaning on the conservation of resources (COR) theory, in this study, the authors aim to investigate the role of high-performance work practices (HPWPs) and psychological capital (H.E.R.O) in employee innovative work behavior (EIB).Design/methodology/approachThe study is banked on a hypothetico-deductive approach. The relationships were measured by gathering data from 375 frontline service employees through structural equation modeling.FindingsThe study results indicate a positive impact of HPWPs on EIB. Moreover, the association between HPWPs-EIB is mediated by psychological capital (PsyCap).Research limitations/implicationsThe current study contributed to the innovation research stream by determining driving forces that encourage employees to exhibit innovative work behaviors.Originality/valueEmployee innovative behavior has become imperative for organizational survival and success in an ever-changing global business environment. Owing to this organizational significance, employee innovative behavior continues to gain burgeoning research attention. Despite the rising scholarly interest in studying employee innovative behavior, there is a dearth of knowledge about how innovation can be fostered at the individual level, particularly among frontline service employees. Hence, to bridge this research gap, the present study intends to analyze the influence of high-performance work practices on employee innovative work behavior, mediated by psychological capital.

Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry

2018 ◽  
Vol 30 (3) ◽  
pp. 1436-1452 ◽  
Author(s):  
Bilal Afsar ◽  
Asad Shahjehan ◽  
Syed Imad Shah
Keyword(s):  
High Performance ◽  
Hospitality Industry ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
The Body ◽  
Mediating Effect ◽  
Work Practices ◽  
Frontline Employees ◽  
Content Type ◽  
High Performance Work Practices

Purpose The purpose of this study is to investigate the mediating effect of job embeddedness on the relationships between high-performance work practices, trust in supervisor and turnover intentions of frontline employees in the hospitality industry. Design/methodology/approach Data were collected from 343 frontline employees working in four- and five-star hotels of Thailand. Partial least squares was used for analysis because it is considered as the best method to analyze the data containing both reflective and formative indicators. Findings Results suggest that job embeddedness fully mediates the effects of high-performance work practices and trust in supervisor on turnover intentions and turnover intention positively affects the actual voluntary turnover. Practical implications The study confirms that high-performance work practices (empowerment, training and rewards) and trust in supervisor affect turnover intentions through on-the-job embeddedness. Hence, high-performance work practices embed hotel employees in their jobs, and they are unlikely to display turnover intentions. Furthermore, low level of trust in supervisor must be addressed to maintain a healthy environment where employees are able to develop their job embeddedness. Originality/value This study contributes to the body of research on the theoretical explanation of the consequences of trust in supervisor in hospitality industry, as well as to the growing body of research on turnover intentions in frontline employees.

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