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.

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 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.

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