High-Performance Work Systems and Firm Performance: A Multiple Mediation-Model

2014 ◽  
Vol 2014 (1) ◽  
pp. 15429
Author(s):  
Nina Katrin Hansen ◽  
Dorothea Alewell ◽  
Sven Hauff
Keyword(s):  
Firm Performance ◽  
High Performance ◽  
Mediation Model ◽  
Multiple Mediation ◽  
Work Systems ◽  
High Performance Work Systems

Founding-Family Ownership and Firm Performance

2009 ◽  
Vol 22 (4) ◽  
pp. 319-332 ◽  
Author(s):  
Chiung-Wen Tsao ◽  
Shyh-Jer Chen ◽  
Chiou-Shiu Lin ◽  
William Hyde
Keyword(s):  
Firm Performance ◽  
High Performance ◽  
Family Ownership ◽  
Work Systems ◽  
Public Firms ◽  
High Performance Work Systems ◽  
Founding Family ◽  
Low Performance ◽  
The Relationship

The controversial findings of both high and low performance for family-controlled public firms offer a unique context in which to study the moderating role of high-performance work systems (HPWS) on founding-family ownership effects. In a sample of Taiwan-based public firms, founding-family ownership was found not to be associated with firm performance. However, when the level of HPWS facing family ownership was accounted for, the results showed that the relationship between founding-family ownership and firm performance is significantly negative for companies with lower levels of HPWS but is significantly positive for companies with higher levels of HPWS.

The impact of high-performance work systems on firm performance: The moderating effects of the human resource function’s influence

2015 ◽  
Vol 22 (3) ◽  
pp. 328-348 ◽  
Author(s):  
Dae Yong Jeong ◽  
Myungweon Choi
Keyword(s):  
Firm Performance ◽  
Human Resource ◽  
High Performance ◽  
Moderating Effect ◽  
Moderating Effects ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Hr Function ◽  
The Impact ◽  
The Relationship

AbstractWith data collected from 632 manufacturing firms in South Korea, we investigated (1) the relationship between high-performance work systems (HPWSs) and firm performance, and (2) the moderating effect of the human resource (HR) function’s influence on the relationship between HPWSs and firm performance. Our findings showed the existence of both the main effect of HPWSs, supporting the universalistic perspective, and the moderating effect of the HR function’s influence, supporting the contingency perspective. Based on the findings, we concluded that HPWSs can be regarded as universal or best practices; at the same time, the presence of an influential HR function may intensify the effect of HPWSs on firm performance. This study contributes to the debate over the respective merits of the universalistic and contingency perspectives by showing that the two perspectives are not necessarily incompatible; rather, they can be complementary.

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

2016 ◽  
Vol 24 (5) ◽  
pp. 730-747 ◽  
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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