HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE

2006 ◽  
Vol 59 (3) ◽  
pp. 501-528 ◽  
Author(s):  
JAMES COMBS ◽  
YONGMEI LIU ◽  
ANGELA HALL ◽  
DAVID KETCHEN
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Meta Analysis ◽  
Work Practices ◽  
High Performance Work Practices

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 in Healthcare Sector

2016 ◽  
pp. 1075-1096
Author(s):  
Panagiotis Gkorezis ◽  
Mamas Theodorou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Work Practices ◽  
Healthcare Organizations ◽  
Healthcare Settings ◽  
High Performance Work Practices ◽  
Underlying Mechanisms

High-performance work practices are described as human resource management practices that augment organizational performance through enhancing employees' competencies, motivation, commitment and productivity. Last decades have seen an increase in both research and practice on high-performance work practices. Yet, they have only recently received attention in healthcare settings. Nascent empirical studies have shown that high-performance work practices may play a vital role in fostering positive employee, patient and organizational outcomes. Given the problematic and limited environment of healthcare organizations, high-performance work practices are purported to be an effective “medicine” for organizational functioning. Thus, the purpose of this chapter is to delineate human resource management policies and their core high-performance work practices and also highlight their key role in ameliorating healthcare organizations' performance. By doing so, we provide some useful insights from healthcare literature in relation to the underlying mechanisms that account for this relationship.

Isolationist versus Integrationist: An Indian Perspective on High-Performance Work Practices

2018 ◽  
Vol 7 (3) ◽  
pp. 216-227 ◽  
Author(s):  
Naval Garg
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Well Being ◽  
Independent Effect ◽  
Work Practices ◽  
Hr Practices ◽  
Efficiency And Effectiveness ◽  
Consistent Manner ◽  
High Performance Work Practices

Integrationist favours the idea that human resource (HR) practices have synergic effect when implemented in a complementary and coherent manner. While an isolationist perspective favours that the HR practices have an independent effect on organizational performance. In the integrationist approach, HR practices are supposed to have complementary characteristics. When these complementary work practices are institutionalized in a consistent manner, they result in enhanced efficiency and effectiveness. On an altogether different paradigm, the isolationist approach states that individual Human Resource Management (HRM) practices have distinctive and autonomous properties. The present study is a sincere effort to answer the debate between isolationist and integrationist through exploration of ‘high-performance work practices’ (HPWPs) in the Indian financial sector. A model of HPWPs is developed with the help of explorative and confirmatory factor analysis (CFA). As many as nine factors comprising of twenty-seven HPWPs are reported to be a part of the model of HPWPs. The study concludes that as the usage of HPWPs increases, job satisfaction, commitment and employee well-being also increases and thereby the article concludes in favour of the integrationist approach of HRM.

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.

Exploring High Performance Work Practices as Necessary Condition of HR Outcomes

Paradigm ◽  
2019 ◽  
Vol 23 (2) ◽  
pp. 130-147
Author(s):  
Naval Garg ◽  
B. K. Punia ◽  
Anuradha Jain
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Positive Impact ◽  
Organizational Level ◽  
Necessary Condition ◽  
Work Practices ◽  
Job Commitment ◽  
Individual Level ◽  
High Performance Work Practices ◽  
Level Performance

The fundamental concept of High Performance Work Practices (HPWPs) constitutes a notion that there exists a work system of HR practices in an organization that may lead to better organizational performance. HPWPs have a positive impact on both individual level performance and organizational level performance. In this light, this paper tends to explore necessity of HPWPs for organizational level outcomes. Outcome variables are job commitment, job satisfaction and work-life balance. Data are analyzed with the help of Necessary Condition Analysis.

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.

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