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 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.

High-Performance Work Practices in Healthcare Sector

2016 ◽  
pp. 16-44
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.

scholarly journals High-Performance Human Resource Practices and Team Job Satisfaction: Moderating Role of Team Citizenship Behaviors

2018 ◽  
Vol 8 (3) ◽  
pp. 86
Author(s):  
Kaumudi Misra
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Strategic Human Resource Management ◽  
Work Practices ◽  
Citizenship Behaviors ◽  
High Performance Work Practices ◽  
Workplace Practices

Strategic human resource management literature has highlighted the role of high performance work systems as a set of workplace practices that enhance employee productivity and organizational performance. While the high performance literature has been around for over two decades now, research in this area has been staggered, and inconclusive about the organizational variables that comprise high performance work practices, as well as the effects of these practices on organizational outcomes - especially attitudinal employee outcomes such as job satisfaction and commitment. By creating an environment of empowerment and teamwork, high performance work practices motivate employees to perform better.  One of the ways in which these workplace practices achieve higher performance is by eliciting discretionary, or extra-role behaviors, from employees. Using foundational research from the high performance paradigm, this paper examines the effects of team-level strategic HR practices on job satisfaction. Analyses of data collected from 138 frontline teams in US Midwestern hospitals, show that while self-managed work teams and team communication result in higher job satisfaction for members, this effect is mitigated when team members display organizational citizenship behaviors. Theoretical and practical implications of finds are discussed.

scholarly journals High performance work practices and well-being at restaurant work

2019 ◽  
Vol 9 (1) ◽  
pp. 38-48
Author(s):  
Niko Cajander ◽  
Arto Reiman
Keyword(s):  
High Performance ◽  
Rapid Change ◽  
Well Being ◽  
Restaurant Industry ◽  
Second Phase ◽  
Work Practices ◽  
High Performance Work Practices ◽  
Work Level ◽  
Restaurant Work ◽  
Empirical Material

AbstractThis study focuses on human resource management (HRM) and high performance work practices in small restaurants. Empirical material is collected through interviews aimed at individuals working in the restaurant industry. In the first phase of this study in 2010, ten employees were interviewed, and in the second phase in 2018, five of them were re-interviewed. In 2010, the interviewees were working as employees in a restaurant where well-being was constantly challenged during work. During the second round of interviews in 2018, the interviewees had continued their careers in the sector and worked in five different restaurants. The findings indicate the signs of rapid change within the specific restaurant studied and provide insights into managing well-being at work in the restaurant industry as a whole – an industry that is constantly facing new types of challenges related to new working modes. Findings indicate that well-being at work is a holistic combination of individual and work-level activities; thus, a comprehensive approach to HRM is required.

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.

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