High Commitment Work Systems in Chinese Organizations: A Preliminary Measure

2006 ◽  
Vol 2 (3) ◽  
pp. 403-422 ◽  
Author(s):  
Zhixing Xiao ◽  
Ingmar Björkman
Keyword(s):  
Information Technology ◽  
Construct Validity ◽  
Organizational Performance ◽  
Human Resource ◽  
It Industry ◽  
The West ◽  
Work Systems ◽  
Work System ◽  
Definition Of ◽  
The Relationship

The concept of a high commitment work system (HCWS) has mostly been used in the West to study the relationship between a firm's work systems and organizational performance. In this paper, we introduce a preliminary measure of HCWS in China based on the definition of Baron and Kreps (1999). In study 1, we tested the measure by surveying 442 employees in China's information technology (IT) industry. In study 2, we re-tested the same measure from the perspective of human resource (HR) executives in 126 foreign-invested companies. The analyses not only provided some evidence for the construct validity of this preliminary measure of a high commitment work system, but also produced some interesting results that can only be understood with regards to the history and institutional backgrounds of Chinese organizations.

The linkage between high performance work systems on organizational performance, employee voice and employee innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jola-Ade Ashiru ◽  
Galip Erzat Erdil ◽  
Dokun Oluwajana
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Service Organization ◽  
Employee Voice ◽  
Organization Performance ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

PurposeThe purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.Design/methodology/approachAn online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.FindingsThese findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.Research limitations/implicationsEmployee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.Practical implicationsThe organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.Originality/valueThis study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

Elucidating the effect of information technology capabilities on organizational performance in UAE: a three-wave moderated-mediation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haseena Bader Alkatheeri ◽  
Fauzia Jabeen ◽  
Khalid Mehmood ◽  
Gabriele Santoro
Keyword(s):  
Information Technology ◽  
Organizational Performance ◽  
Mediating Effect ◽  
Hierarchical Regression ◽  
Management Support ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Hospitality Firms ◽  
High Level ◽  
The Relationship

PurposeThis paper aims to investigate information technology capabilities (ITC)’s influence on organizational performance (OP) within the hospitality industry. Specifically, it analyzes the indirect effects of sustainability practices (SP) and service quality (SQ) on the relationship between ITC and OP. The moderating effect of top management support (TMS) is also examined.Design/methodology/approachUsing a three-wave time-lagged design, 507 UAE hotels' managers took part in the study. Hierarchical regression bootstrapping approach was used to examine the hypothesis.FindingsThis study suggests that ITC are positively related to OP. Furthermore, the study found that SP and SQ mediate the ITC-OP relationship. TMS moderates the positive relationship between ITC and OP and also moderates the relationship between SQ and OP. Additionally, TMS moderates the indirect effect of SQ on the association between ITC and OP, such that the mediating effect is stronger when TMS is at a high level.Research limitations/implicationsThe study shall assist the practitioners of the hospitality firms to focus their attention on ITC to improve SQ and hence achieve optimal performance.Originality/valueThe novelty of this research lies in the presentation of an integrated framework based on a resource-based view to solve the contemporary challenges facing hospitality firms operating in emerging markets in integrating ITC and SP for better organizational results.

Performance Implications of Internet-based Information Technology in Value Chain Management

2015 ◽  
Vol 8 (2) ◽  
pp. 1-13 ◽  
Author(s):  
Howard S. Rasheed ◽  
Hassan Rasheed
Keyword(s):  
Information Technology ◽  
Organizational Performance ◽  
Value Chain ◽  
It Investment ◽  
Chain Management ◽  
Impact Performance ◽  
Value Chain Management ◽  
Doing Business ◽  
Multiple Issues ◽  
The Relationship

Internet-based information technology (I-IT) has become an integral part of the value chain for many firms, increasing the efficiency of existing activities and enabling new modes of doing business. Despite a significant amount of research on I-IT, however, its exact impact on firm performance has yet to be resolved. This study examines multiple issues regarding the relationship between I-IT investment made in support of value chain management and organizational performance as judged by profit and productivity. Conclusions are offered regarding the strength of this type of investment as a performance predictor, the types of firms for which it does improve performance and what modes of I-IT investment produce the greatest results. Data from 165 firms indicate that investment in I-IT can positively impact performance depending on the type of industry and the type of supply chain function being supported. In particular, results indicate that firms in industries such as banking and insurance stand to benefit most from the use of I-IT. This study also provides useful recommendations for how firms should design and deploy their I-IT resources for value chain management that maximizes their return on investment. Due to the importance of the internet in global economic development, the implications of this study are significant.

The mediating effects of psychological contracts on the relationship between human resource management systems and organisational performance

2015 ◽  
Vol 36 (7) ◽  
pp. 1012-1033 ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Psychological Contracts ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment). Design/methodology/approach – The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations. Findings – The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment. Research limitations/implications – The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders. Practical implications – For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages. Originality/value – Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.

Do performance measures matter in the relationship between high-performance work system and organizational performance?

2019 ◽  
Vol 41 (3) ◽  
pp. 241-257
Author(s):  
Xiaoxuan Zhai ◽  
Xiaowen Tian
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
Performance Measures ◽  
High Performance ◽  
Country Of Origin ◽  
Content Type ◽  
Work System ◽  
Hrm Practices ◽  
High Performance Work System ◽  
The Relationship

Purpose The purpose of this paper is to develop a resource-based framework to explain the relationship between high-performance work system (HPWS) and organizational performance (OP) and the moderating role of performance measures. Design/methodology/approach The paper takes a meta-analysis approach, and tests hypotheses against data of 47,741 firms and establishments in 192 studies published by June 2016. Findings The paper finds that HPWS has a greater positive effect on operational than financial performance. Moreover, HPWS influences operational performance more strongly in developing than advanced countries and at the firm level than the establishment level, but such variations are not evident in the effect of HPWS on financial performance. Practical implications The paper suggests that managers should treat human resource management (HRM) practices as a system, and develop HPWS for operational gains which in turn lead to financial gains. Managers need to take different approaches to develop HPWS for high performance depending on the country of origin and the level of organization. Originality/value Based on studies of individual HRM practices, previous meta-analytical studies suggested that the HPWS-OP relationship is invariant across performance measures. Taking HRM practices as integral components of HPWS, this paper extends the resource-based theory to demonstrate that performance measures interact with country of origin and level of analysis to moderate the HPWS-OP relationship.

Allegiance, Ability, and Achievement in the American Civil War: Commander Traits and Battlefield Military Effectiveness

2019 ◽  
Vol 64 (1) ◽  
pp. 194-206
Author(s):  
Jeffrey B Arnold ◽  
J Tyson Chatagnier ◽  
Gary E Hollibaugh
Keyword(s):  
Civil War ◽  
Organizational Performance ◽  
American Civil War ◽  
Military Effectiveness ◽  
Military Leaders ◽  
Level Data ◽  
Latent Features ◽  
Definition Of Success ◽  
Definition Of ◽  
The Relationship

Abstract How do the characteristics of military leaders relate to battlefield outcomes? To answer this question, we employ original battle-level data and biographical information on hundreds of commanders in more than 250 battles in the American Civil War. We examine the relationship between two common measures of battlefield success (victory and casualties) and two latent features of commanders—competence and loyalty—that have long been seen as important in the broader study of executive appointments. We find that competent commanders are associated with more successful battlefield outcomes, as are more loyal Confederate commanders. More broadly, our analysis suggests that focusing on the relationship between military appointments and battlefield outcomes—with the latter's relatively clear definition of “success”—allows for direct examination of the relationship between appointee traits and organizational performance. As such, our results have implications for the study of conflict as well as bureaucratic politics.

The Relationship between Human Resource Empowerment and Organizational Performance in Football Clubs

2010 ◽  
Vol 4 ◽  
pp. 20-39
Author(s):  
Alkistis Papaioannou ◽  
Thanos Kriemadis ◽  
Panagiotis Alexopoulos ◽  
Ourania Vrondou ◽  
Nikos Kartakoullis
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Football Clubs ◽  
The Relationship
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