scholarly journals Importance of use of High-performance work system and effectiveness of employee’s role on organizational performance: A Review

2019 ◽  
Vol 7 (7) ◽  
pp. 421-425
Author(s):  
Jyoti Aggarwal
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Human Performance ◽  
Voluntary Turnover ◽  
Sales Growth ◽  
Work System ◽  
Knowledge Sharing Behavior ◽  
Top Performers ◽  
High Performance Work System ◽  
Sharing Behavior

Human Performance Work System is an important part of every organization. It not only manages the system practices for employees but is also dedicated towards employee effectiveness. There are some factors which might be effective towards organizational performance. For example, employee’s performance is the most important part of an organization’s success, relationship between employee and supervisor, sales growth, voluntary turnover, knowledge sharing behavior, employee attitude, and effect on top performers. This literature review reveals that all the factors mentioned above are helpful in contributing towards making organizational performance better except voluntary turnover.

scholarly journals The Implementation of High Performance Work System in Public Organizations: Implication for Organizational Performance.

2015 ◽  
Vol 11 (28) ◽  
pp. 139
Author(s):  
Solomon Ozemoyah Ugheoke
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Positive Relationship ◽  
Public Organizations ◽  
Training And Development ◽  
Three Dimensions ◽  
The Public ◽  
Work System ◽  
High Performance Work System ◽  
Individual Role

<p>Abstract</p> <p>A principal concern express among organizational researchers is to understand why some organizations irrespective of size, location and sector outperform others. High performance work system (HPWS) offers an explanation for this phenomenon. The implementation of unique practices leads some organizations to outperform others and give organizations the competitive advantage over others. While it has been well established that HPWS practices affect organizational performance within a large and complex organizations, less have been empirically established if they also create benefit for public organizations and this has generated concerns among researchers in the field of HPWS.  Following this argument, this study examines this theoretical gap with a survey data collected from employees in the public sector. Overall, three dimensions of HPWS were identified by the researchers and the level of awareness was assessed on a seven point Likert scale. We found that two out of the three dimensions of HPWS identified in this have a positive relationship with organizational performance.</p> <p>Keywords: HPWS, organizational performance, selective training and development, PMS, individual role.</p> <p> </p>

Talent Management

2012 ◽  
pp. 978-993
Author(s):  
Roberto Luna-Arocas
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Scientific Literature ◽  
Talent Management ◽  
Work System ◽  
Strategic Approach ◽  
Scientific Approach ◽  
High Performance Work System ◽  
The Difference

Talent management is a new concept in the scientific literature, but not in the practitioner arena. In this sense, this chapter underlines the powerful perspective of talent management integrating practices from organizations and providing a scientific approach. Some previous results from different research are expressed in relation to strategy and organizational performance. Talent Management is clearly a concept close to high performance work system, with the difference of a more strategic approach. More than practices are goals for the organization to achieve excellence at work. So Talent Management is clearly linked with a strategic approach to the organization in order to attract, develop, evaluate, and retain professionals with high capacities.

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.

High performance work system, HRD climate and organisational performance: an empirical study

2015 ◽  
Vol 39 (3) ◽  
pp. 239-257 ◽  
Author(s):  
Ashutosh Muduli
Keyword(s):  
Organizational Performance ◽  
Human Resource Development ◽  
High Performance ◽  
Extensive Literature ◽  
Development Environment ◽  
Content Type ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship

Purpose – This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India. Design/methodology/approach – The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based company in India. Findings – Agreeing with most of the research, HPWS is found to be positively related with organizational performance. The result does not agree with the HPWS research conducted in Asian countries. Taking clues from “Black Box” approach, the role of HRD Climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD climate) based on openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation (OCTAPAC). Research limitations/implications – Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD climate through development of organizational culture based on OCTAPAC. Practical implications – Implications for HRD–HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes, and organizational commitment of trainees. Originality/value – The research is unique in its attempt to understand the role HRD climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD Climate.

scholarly journals High-Performance Work System, Strategic Flexibility, and Organizational Performance—The Moderating Role of Social Networks

2021 ◽  
Vol 12 ◽  
Author(s):  
Yizhi Wang ◽  
Yi Cao ◽  
Nan Xi ◽  
Huitian Chen
Keyword(s):  
Social Network ◽  
Organizational Performance ◽  
High Performance ◽  
Strategic Flexibility ◽  
Work System ◽  
Mediating Role ◽  
The Social ◽  
High Performance Work System ◽  
Moderating Role

Based on the dynamic capability theory, this research investigated the effect of a high-performance work system on organizational performance, the mediating role of strategic flexibility, and the moderating role of an enterprise’s social network in this relationship. A total of 214 middle and senior managers from 58 Chinese enterprises were invited to participate in this research. The results showed that the high-performance work system is positively correlated with organizational performance and such correlation is partially mediated by strategic flexibility. Results found that the social network of an enterprise negatively moderated the relationship between a high-performance work system and strategic flexibility. However, the social network did not moderate the mediating role of strategic flexibility in high-performance work systems (HPWS) and organizational performance.

Talent Management

2012 ◽  
pp. 50-65
Author(s):  
Roberto Luna-Arocas
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Scientific Literature ◽  
Talent Management ◽  
Work System ◽  
Strategic Approach ◽  
Scientific Approach ◽  
High Performance Work System ◽  
The Difference

Talent management is a new concept in the scientific literature, but not in the practitioner arena. In this sense, this chapter underlines the powerful perspective of talent management integrating practices from organizations and providing a scientific approach. Some previous results from different research are expressed in relation to strategy and organizational performance. Talent Management is clearly a concept close to high performance work system, with the difference of a more strategic approach. More than practices are goals for the organization to achieve excellence at work. So Talent Management is clearly linked with a strategic approach to the organization in order to attract, develop, evaluate, and retain professionals with high capacities.

Training transfer climate: examining the role of high performance work system and organizational performance in the power sector of India

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ashutosh Muduli ◽  
Gary N. McLean
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Training Transfer ◽  
Power Sector ◽  
Content Type ◽  
Work System ◽  
Managerial Implications ◽  
High Performance Work System ◽  
Transfer Climate

PurposeBenchmarking research has explored the role of organizational practices and business processes rooted with human capabilities for achieving growth performance. The role of high performance work system as an organizational practice and business process is yet to be studied. Even if studied, no study has been conducted on the role of training transfer climate on high performance work system and organizational performance. The current research aims at examining high performance work system on organizational performance. Further, the study also examine training transfer climate as a mediating variable between HPWS and organizational performance.Design/methodology/approachData collected from 415 executives of a high performance-based power sector company of Gujarat, India. The survey instrument consists of high performance work system, training transfer climate and organizational performance. Confirmatory factor analysis was used for a simultaneous assessment of overall and specific elements of measurement validity and reliability. Structural equation modelling used to test the hypothesized model.FindingsThe result proved the capability of high performance work system to predict organizational performance. Further, the result supports the hypothesis that training transfer climate acts as a mediator between high performance work system and organizational performance.Research limitations/implicationsThe result has important theoretical and managerial implications. Theoretically, the research extends the scope of benchmarking to high performance work system. The managerial implications have been discussed from the training transfer climate perspectives.Originality/valueThe originality of the study lies with proving the role of high performance work system and training transfer climate as an organizational practice and business process within benchmarking research.

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