The Performance Effect of HPWS and Relational Coordination on Branch Efficiency: A Data Envelopment Analysis Approach

This study is set to analyse the role of high-performance work systems which is mainly aimed to boost knowledge, skills, and abilities of human resources in the form of effective communication and better coordination termed as relational coordination and subsequently improving performance. Using the theory of relational coordination that explains the relational aspects of coordination along with effective communication to influence performance outcomes, the study obtained data from 218 branches through survey focusing on employees’ perspectives regarding high-performance work system in anticipating relational coordination among employees in performing focal work process of branch banking functions. The data obtained from officers was analysed through the Data Envelopment Analysis approach to identify efficient bank branches pivotal in formulating optimal policy measures. Results indicated that high-performance work systems envisaged relational coordination via the intervention of deposits and profitability. The findings contribute to the literature of high-performance work systems by indicating what interventions in high-performance work systems and the relational coordination may lead to bringing down operations cost or making improvements in the delivery of banking services. The study also implies that compared with managerial perspectives in the field, employees’ perspectives provide significant insights about the relational process in explaining how a well-coordinated approach towards HR systems establish the social context for better HRM practices, enhancing.

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The effect of high-performance work systems according to AMO model on HRM performance outcomes: An analytical study on the banking sector

Management Science Letters ◽

10.5267/j.msl.2021.2.007 ◽

2021 ◽

pp. 1755-1764

Author(s):

Fatimah Mohamed Mahdy ◽

Asia Yagoub Alhadi

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

High Performance ◽

Management Practices ◽

Performance Outcomes ◽

Work Systems ◽

High Performance Work Systems ◽

Human Resource Management Practices ◽

The Impact

This research paper aims to study the impact of high-performance work systems (HPWS) according to the AMO includes three human resource management practices which are (Ability-enhancing human resource management practices, motivation-enhancing human resource management practices, and opportunities -enhancing human resource management practices). The authors select a random sample of 400 individuals from 10 banks in Saudi Arabia, Egypt, Sudan to prove the validity of the hypotheses; The study found a set of results and one of them indicate that there is a significant positive relationship among high-performance work systems according to the AMO model on the results of human resource performance.

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

Journal of Organizational Effectiveness People and Performance ◽

10.1108/joepp-04-2018-0029 ◽

2019 ◽

Vol 6 (4) ◽

pp. 246-266 ◽

Cited By ~ 4

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.

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Ability–motivation–opportunity enhancing human resource practices and firm performance: Evidence from India

Journal of Management & Organization ◽

10.1017/jmo.2016.22 ◽

2016 ◽

Vol 24 (5) ◽

pp. 730-747 ◽

Cited By ~ 6

Author(s):

Subhash C. Kundu ◽

Neha Gahlawat

Keyword(s):

Firm Performance ◽

Human Resource ◽

High Performance ◽

Affective Commitment ◽

Performance Outcomes ◽

Primary Data ◽

Future Research ◽

Human Resource Practices ◽

Work Systems ◽

High Performance Work Systems

AbstractThis study investigates the diverse performance outcomes related to the bundles/components of high-performance work systems on the basis of ability–motivation–opportunity model. Using the primary data from 563 employees of 204 firms operating in India (collected during the time period between March, 2012 and January, 2013), the study has indicated that employees’ perceptions regarding the applicability of ability-enhancing, motivation-enhancing, and opportunity-enhancing human resource practices result in enhanced affective commitment and superior firm performance. The results have revealed that affective commitment fully mediates the relationship of opportunity-enhancing human resource practices with firm performance and partially mediates the relationships of ability-enhancing and motivation-enhancing human resource practices with firm performance. The study contributes in unlocking the ‘black box’ related to the high-performance work systems and firm performance relationship by stressing upon the importance of affective commitment as a mediator. Managerial implications and directions for future research are also discussed.

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

Journal of Management ◽

10.1177/0149206316646829 ◽

2016 ◽

Vol 44 (7) ◽

pp. 2690-2715 ◽

Cited By ~ 22

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.

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