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.

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.

scholarly journals Enhancing Organisational Performance Through Strategic Human Resource Management Practices

2018 ◽  
Vol 12 (01) ◽  
Author(s):  
Madhurima Lall
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Organisational Performance ◽  
Human Resource Management Practices ◽  
High Performance Work Practices ◽  
Micro Level

In this article, the authors examine how, when and to what extent Strategic Human Resource Practices affect performance at the employee level. As performance is a multi-faceted and complicated concept, its linked with SHRM practices provide insight to what could be termed as high performance work practices. The study is carried on the organizations in and around the Lucknow district. It is a micro-level study, whose findings can be applied to numerous organizations in various diversified sectors.

Strategic Human Resource Management and Organizational Performance

2012 ◽  
pp. 87-101
Author(s):  
P.C. Bahuguna ◽  
P. Kumari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices

The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

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.

scholarly journals High Performance Work Practices and Human Resource Management Effectiveness: Substitutes Or Complements?

1970 ◽  
Vol 21 (2) ◽  
pp. 133-148
Author(s):  
Orlando Richard ◽  
Nancy Johnson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Human Resources Management ◽  
Market Performance ◽  
Management Effectiveness ◽  
Management Literature ◽  
High Performance Work Practices ◽  
Main Effects

The human resource management literature has implicitly treated high performancework practices (HPWPs) and human resources management (HRM)effectiveness as substitutes for one another with respect to their relationship with firm performance. We contend that HPWPs and HRM effectiveness act both assubstitutes and as complements. Main effects reveal that only human resourcemanagement effectiveness affects market performance and that HPWPs affect innovation.However, interacting HPWPs with HRM effectiveness positively relatesto both market performance and innovation in support of our hypothesis. Theresults suggest that effective HRM can offset HPWP's expense and that HPWPscan enhance the flexibility of effective HRM systems.

Strategic Human Resource Management & Organizational Performance

2010 ◽  
pp. 150-165
Author(s):  
P.C. Bahuguna ◽  
P. Kumari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices

The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

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.

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