scholarly journals Internally Oriented High-performance Work Systems and Organizational Performance: Empirical Evidence from Banking Sector in Pakistan

2019 ◽  
Vol IV (II) ◽  
pp. 88-95
Author(s):  
Muhammad Siddique ◽  
Owais Mufti ◽  
Shah Wali Khan
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Banking Sector ◽  
Primary Data ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Bank Branches ◽  
Work Settings ◽  
Hr Practices ◽  
Performance Results

This study analyses the influence of high-performance work systems on organizational performance. As, previous studies have mostly focused on individual HR practices in determining the influence of HR practices on performance so research is needed to analyze the combined effect of HRM practices as system to understand the importance of HR on performance. Based on AMO framework, this study investigated the effect of HR system on organizational performance using employees’ perspectives in highly interdependent work settings. In this study, primary data was obtained from 218 bank branches in collaboration with Institute of bankers Pakistan and bank management in the form of managers’ and employees’ perceptions about HPWS and its effect on performance. Results suggest that HPWS was significantly linked to deposits, advances and unit level profitability. Results pointed out new insights to HPWSperformance literature from employees perspectives.

scholarly journals The role of relational coordination in the relationship between high-performance work systems (HPWS) and organizational performance

2019 ◽  
Vol 6 (4) ◽  
pp. 246-266 ◽  
Author(s):  
Muhammad Siddique ◽  
Stephen Procter ◽  
Jody Hoffer Gittell
Keyword(s):  
Organizational Performance ◽  
Financial Services ◽  
High Performance ◽  
Structural Aspect ◽  
Relational Coordination ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hr Practices ◽  
The Relationship

Purpose The purpose of this paper is to look at the role relational coordination might play in understanding the relationship between high-performance work systems (HPWS) and organizational performance. Design/methodology/approach Research was conducted in a large financial services provider in Pakistan. Across 120 branches of the bank, data on relational coordination and on the practices making up HPWS were obtained from employees by means of a questionnaire survey. Data on branch-level performance were obtained independently of this, from the bank itself. Findings Analysis shows relational coordination to be a mediating variable between HPWS and branch performance. Relational coordination is also a mediating variable for each of the three component parts of HPWS: ability-enhancing, motivation-enhancing and opportunity-enhancing HR practices. Practical implications These results have important implications from two points of view. From the point of view of relational coordination, they show how the concept might apply in a previously under-researched sector, and also how relational coordination might act as a mediator for HR practices other than those aimed directly at enhancing employee opportunities. Breaking down HPWS into its component parts suggests that individual employee ability and motivation might also play a role. Originality/value This suggests that the ability-motivation-opportunity model needs to place greater emphasis on opportunity, and also that more account needs to be taken of the structural aspect of work – in particular, the degree of interdependence.

scholarly journals Impact of High Performance Work Systems on Organizational Performance

2020 ◽  
Vol 11 (4) ◽  
pp. 16-28
Author(s):  
Rabia Mazhar ◽  
Muhammad Adnan Sarwar ◽  
Muhammad Yousaf Malik ◽  
Muhammad Nazam ◽  
Saman Mazhar
Keyword(s):  
Organizational Performance ◽  
Turnover Intention ◽  
High Performance ◽  
Banking Sector ◽  
Career Planning ◽  
Sampling Technique ◽  
Commercial Banking ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Conventional Banks

Today's business organizations require increased effectiveness and competitive advantage that can be achieved through High Performance Work Systems (HPWS). This study is proved the same effect in commercial banking sector of Pakistan through a quantitative research design using random sampling technique. A valid and reliable questionnaire tool was used to analyse the data through various statistical techniques. Employees' attitude concerning organizational performance influenced via various practiced HPWS measured in organizational commitment, job satisfaction, and employee turnover intention. The study revealed that reward system and selective staff are not aligned to employee attitude. Overall the study depicts that conventional banks are incapable to adopt HPWS practices in adequate, satisfactory, worthwhile, dynamic, and advantageous way. Additionally, short courses on career planning and development could spur colossal organizational growth among conventional banks in Faisalabad, Pakistan.

Human resources flexibility as a mediating mechanism between high-performance work systems and organizational performance: a multilevel quasi-longitudinal study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Structural Equation ◽  
High Performance ◽  
Behavioural Flexibility ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Functional Flexibility ◽  
The Impact

PurposeThe purpose of this study is to investigate the impact of high-performance work systems (HPWS) on organizational performance through the mediating role of human resources (HR) flexibility (expressed by functional flexibility, skills malleability and behavioural flexibility).Design/methodology/approachThe study examines theoretical relationships in the Greek context, which reflects changing economic and financial crisis, based on multilevel structural equation modelling estimation, using three waves of sample data collected in years 2014, 2016 and 2018 from organizations operating in the private sector.FindingsThe study finds that although HPWS positively influences all three HR flexibility dimensions, this positive effect is not transferred equally to organizational performance. The dominant effect on organizational performance is attributed to skills malleability, a smaller effect to behavioural flexibility and a negligible effect to functional flexibility.Research limitations/implicationsAlthough the data collected refer to three different years, most of the companies and individuals responded to sampling were different. As such, the study does not allow for dynamic causal inferences due to its quasi-longitudinal nature.Practical implicationsThe findings of this study may influence managerial decisions in developing bundles of HPWS policies and practices in relation to HR flexibility attributes.Originality/valueSince most studies consider HR flexibility as an aggregated construct, this study is possibly one of the very few studies that is examining the differential impact of the HR flexibility dimensions on organizational performance in turbulent times.

Employee high-performance work systems-experience attributions of well-being and exploitation: a multilevel study of Greek workplaces

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia Katou
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Well Being ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Attitudes And Behaviors ◽  
Mediating Mechanisms ◽  
And Behaviors ◽  
The Relationship

PurposeThis paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and organizational performance through the serially mediating mechanisms of employee HPWS-experience attributions of well-being and exploitation, attitudes, and behaviors.Design/methodology/approachMultilevel structural equation modeling through Mplus was applied to a sample of 1,112 employees working at 158 Greek organizations.FindingsThe modeling's findings indicate that the serially mediating mechanism of employee HPWS-experience attributions of well-being, attitudes and behaviors improves organizational performance. Meanwhile, the serially mediating mechanism of employee HPWS-experience attributions of exploitation, attitudes and behaviors was found to weaken organizational performance.Practical implicationsThis study shows that, to improve employees' well-being and weaken employee exploitation through employees' HPWS-experience attributions, senior and line managers should gain competencies and communication skills through training and development programs, successfully communicating HPWS messages to employees.Originality/valueThis study may be the first study to elucidate the serially mediating mechanisms of employees' well-being and exploitation through employees' HPWS-experience attributions, attitudes and behaviors in the relationship between HPWSs and organizational performance.

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.

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