scholarly journals High Performance Work Systems Reality in Multinational Subsidiaries: Lessons from South Eastern European Periphery

2021 ◽  
Vol 3 (1) ◽  
pp. 43-52
Author(s):  
Loukas K. Tsironis
Keyword(s):  
Job Satisfaction ◽  
Organizational Performance ◽  
Organizational Citizenship Behavior ◽  
High Performance ◽  
Positive Relationship ◽  
Citizenship Behavior ◽  
Work Systems ◽  
High Performance Work Systems ◽  
European Periphery ◽  
Underlying Mechanisms

Recently, a number of studies have focused on the positive relationship between high-performance work systems (HPWS) and organizational performance and its underlying mechanisms. European countries in general and former communist countries is particular have been largely overlooked. It seems crucial to assess the importance of HPWS and its impact on organizational performance in MNC subsidiaries operating in the region. The study examines the sequential mediation of job satisfaction and organizational citizenship behavior (OCB) in the HPWS-organizational performance link. Quantitative data was collected from 181 participants working in MNC subsidiaries operating in the Balkan region (Romania, Serbia, Bulgaria, Albania, FYROM, and Kosovo). The study employed Baron and Kenny (1986) approach to mediation analysis. Findings showed a positive relationship between HPWS and organizational performance. OCB had a partial mediating value in the HPWS performance link. Similarly, job satisfaction partially mediates the relationship between HPWS and organizational performance.

scholarly journals High-performance work systems and employee outcomes in Indian call centres: a mediation approach

2018 ◽  
Vol 47 (4) ◽  
pp. 931-950 ◽  
Author(s):  
Subramaniam Ananthram ◽  
Matthew J. Xerri ◽  
Stephen T.T. Teo ◽  
Julia Connell
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
High Performance ◽  
Positive Relationship ◽  
Well Being ◽  
Call Centre ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Call Centres

Purpose The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being.

Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation

2016 ◽  
Vol 44 (7) ◽  
pp. 2690-2715 ◽  
Author(s):  
Jongwook Pak ◽  
Seongsu Kim
Keyword(s):  
Organizational Citizenship Behavior ◽  
Psychological Contract ◽  
High Performance ◽  
Performance Outcomes ◽  
Citizenship Behavior ◽  
Work Systems ◽  
Team Members ◽  
High Performance Work Systems ◽  
Managerial Implications ◽  
And Performance

Recently, capturing within-organization variability during the implementation of high performance work systems (HPWS) has received considerable attention; however, the source of such variability has rarely been considered. If the utilization of HPWS is positively related to performance outcomes, examining factors contributing to an effective implementation may yield significant theoretical and practical implications. For this purpose, this study extends the extant HPWS literature in two ways. First, we attempt to conceptualize team-level HPWS intensity and identify antecedents of variance across teams. Specifically, we regard the visible role of team managers in the process of HPWS implementation as a primary interpretive filter that makes team members perceive differences in HPWS intensity, which in turn affects team performance. Second, we posit that if human resources (HR) policies are viewed as an exchange agreement between the organization and its employees, then a team manager more actively enforcing espoused HR practices may positively influence the sense of human resource management (HRM)–induced psychological contract fulfillment of team members, which in turn influences individual in-role performance and organizational citizenship behavior (OCB). Our hypotheses are tested with data from 183 matched responses from 51 teams, and the results generally support both the team-level and multilevel hypotheses. We discuss the theoretical and managerial implications of our study.

Immigrants and job satisfaction: Do high performance work systems play a role?

2016 ◽  
Vol 37 (4) ◽  
pp. 690-715 ◽  
Author(s):  
James Chowhan ◽  
Isik U Zeytinoglu ◽  
Gordon B Cooke
Keyword(s):  
Job Satisfaction ◽  
High Performance ◽  
Work Systems ◽  
High Performance Work Systems

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.

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