scholarly journals High Performance Work System and Export Performance

2019 ◽  
Vol 7 (2) ◽  
pp. 245-256
Author(s):  
Ramaisa Aqdas ◽  
Nik Ab Halim Nik Abdullah
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Export Performance ◽  
Extensive Literature ◽  
Four Dimensions ◽  
Work System ◽  
High Performance Work System ◽  
Recruitment And Selection ◽  
The Relationship ◽  
Textile Sector

This paper aims to propose a conceptual framework about the relationship between high performance work system practices and export performance. HPWS is expected to play a crucial role in organizational success. Thus, this paper proposed a framework for studying the relationship among four dimensions of HPWS such as recruitment and selection, performance management, compensation and rewards and training and development and export performance in Pakistan’s textile sector. Moreover, entrepreneurial orientation acts as the mediating factor among these variables. This framework is developed based on extensive literature and this study is expected to contribute towards knowledge by delivering insights and pointing out ways to increase country’s export performance. Specifically, this research will benefit Pakistan’s textile sector in formulating strategies to increase manufacturer’s export performance.

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.

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.

scholarly journals High-performance work system and employee creativity

2017 ◽  
Vol 46 (7) ◽  
pp. 1318-1334 ◽  
Author(s):  
Guiyao Tang ◽  
Bingjie Yu ◽  
Fang Lee Cooke ◽  
Yang Chen
Keyword(s):  
High Performance ◽  
Underlying Mechanism ◽  
Employee Creativity ◽  
Content Type ◽  
Work System ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
High Performance Work System ◽  
The Relationship

Purpose The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity. Design/methodology/approach The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions. Findings The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity. Research limitations/implications The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts. Practical implications When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours. Originality/value This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.

High-performance work system and organizational citizenship behaviour at the shop floor

2020 ◽  
Vol 27 (4) ◽  
pp. 1369-1398 ◽  
Author(s):  
Jitendra Pratap Singh ◽  
Pawan Kumar Chand ◽  
Amit Mittal ◽  
Arun Aggarwal
Keyword(s):  
Organizational Citizenship ◽  
High Performance ◽  
Manufacturing Industry ◽  
Employee Performance ◽  
Industrial Clusters ◽  
Shop Floor ◽  
Content Type ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship

PurposeThe manufacturing industry is presently experiencing technological disruption on a global scale. Consequently, to tackle such disruption, firms are identifying a volatile, uncertain, complex and ambiguous (VUCA) scenario and seeking ways to counter it. Accordingly, this paper aims to investigate the employee performance through assessing organizational citizenship behaviour (OCB) among the shop floor employees of the fast-moving consumer goods (FMCG) industry where a high-performance work system (HPWS) has been implemented.Design/methodology/approachA descriptive research design was used in the study, and 395 shop floor employees working in leading multinational firms, with a minimum global turnover of US$1bn, were interviewed. These manufacturing firms were located in three industrial clusters in the northern part of India.FindingsThe results indicate that HPWS influences OCB. Most of the dimensions of HPWS and OCB were found to be positively associated. The findings also disprove the labour process theory in the context of the study.Practical implicationsThe findings report a broad view of the relationship between HPWS and OCB in the Indian manufacturing context. The study offers the practical insights that HPWS is a universally accepted framework and that organizations should focus on the effective implementation of HPWS in a VUCA scenario, which is in line with past studies. The study also provides future directions for research.Originality/valueThis paper has established the relationship between HPWS and OCB in the manufacturing sector, especially for shop floor employees.

USING EMPLOYEE CREATIVITY TO UNPACK THE ‘BLACK BOX’ IN THE HIGH-PERFORMANCE WORK SYSTEM (HPWS)-FIRM PERFORMANCE NEXUS

2019 ◽  
Vol 24 (06) ◽  
pp. 2050052
Author(s):  
ABDUSSALAAM IYANDA ISMAIL ◽  
ABDUL-HALIM ABDUL-MAJID ◽  
ABDULLATEEF AMEEN ◽  
SAQLAIN RAZA ◽  
IYIOLA TOMILAYO AKINDELE
Keyword(s):  
Financial Performance ◽  
High Performance ◽  
Sampling Technique ◽  
Black Box ◽  
Future Research ◽  
Employee Creativity ◽  
Work System ◽  
Mediating Role ◽  
High Performance Work System ◽  
The Relationship

The extant research findings have identified lacunas (i.e. gaps, unresolved issues, and black box) in the High-Performance Work System (HPWS)-Performance relationship and suggested usage of a mechanism (mediator) that can close up the identified lacunas. Thus, this study investigates whether employee creativity can play a mediating role in the relationship between HPWS and firm non-financial performance. The sample size of the study is 518, and respondents were selected through stratified sampling technique. Data were collected from the sampled 518 managers in Nigerian firms. Partial Least Squares (PLS) algorithm and bootstrapping techniques were used for data analysis. The result indicates that employee creativity competitively/partially mediates the relationship between HPWS and non-financial performance. Employee creativity represents an appropriate mechanism to explain the relationship between HPWS and non-financial performance. Hence, the positive indirect effect via the mediator variable (employee creativity) reveals the ‘true’ relationship between HPWS and non-financial performance. This result implies that HPWS may not necessarily enhance non-financial performance. Ill-configured HPWS could jeopardize non-financial performance, but HPWS that stimulates employee creativity would enhance non-financial performance. Lastly, the implications, limitations and suggestions for future research are discussed.

scholarly journals The Role of High-Performance Work System on Career Success: Evidence from Jordan

2017 ◽  
Vol 12 (10) ◽  
pp. 203
Author(s):  
Bandar Kareem Abutayeh
Keyword(s):  
Performance Management ◽  
Career Success ◽  
High Performance ◽  
Management Practices ◽  
Training And Development ◽  
Future Research ◽  
Work System ◽  
Performance System ◽  
High Performance Work System

The aim of this study is to examine the effect of high-performance system on career success. To achieve this, questionnaire was used to collect data from sample of 358 employees from 14 business companies in Jordan. Results reveal that high-performance work system (HPWS) positively affects career success. Specifically, this study proves that both subjective and objective career success is positively related to HPWS. Furthermore, results demonstrate that training and development, performance management, and career management practices enhance career success. Implications for managers and suggestions for future research are also discussed.

scholarly journals The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

2020 ◽  
Vol 17 (4) ◽  
pp. 1150 ◽  
Author(s):  
Rentao Miao ◽  
Lu Lu ◽  
Yi Cao ◽  
Qing Du
Keyword(s):  
High Performance ◽  
Psychological Safety ◽  
Employee Voice ◽  
Full Time ◽  
Innovative Behavior ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship ◽  
Promotive Voice ◽  
Prohibitive Voice

In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR (Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.

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