High-performance work practices lecturers’ performance connection: Does working condition matter?

Poor performance of lecturers in Nigerian Polytechnics warrants independent research on lecturers’ job performance, given that the poor performance has seriously affected educational development in the country. Substantial evidence from the extant literature has highlighted that high-performance work practices are significant predictors and drivers of enhanced performance. Also, the functionality of high-performance work practices is context-dependent. Therefore, the current study investigates the effect of high-performance work practices (recruitment and selection, training and development, and employee involvement) on lecturers’ performance in the context of Nigerian polytechnics. It also examines the moderating role of working conditions in the high-performance work practices’ relationship with lecturers’ performance. Data were obtained from 539 academics in the North-west Nigerian polytechnics. The overall findings indicate that training and development and employee involvement are significant predictors of enhanced lecturers’ performance, and working condition strengthens the recruitment and selection–performance connection and employee involvement–performance relationship. This implies that the link between HR practices and enhanced performance could be affected by the environment within which organizations operate. The present study focused mainly on teaching staff from the polytechnics located in the north-central geopolitical zone of Nigeria. Thus, other geopolitical zones and non-teaching staff from various polytechnics could be studied further by future studies.

How Organizations Can Use High Performance Work Practices To Augment Employees’ Performance Oriented Behaviors?

We examine the relationship between high performance work practices and employee performance mediated by employee involvement, motivation, and satisfaction. We collected data on adapted scales from 292 heads of departments of various public and private sector institutions from Pakistan. The results indicated a positive and significant impact of high performance work practices on employee involvement, motivation, satisfaction, and performance. Besides, results also supported the mediation of employee involvement and motivation. However, the relationship between employee satisfaction and performance was not found significant and similarly, its mediation was also not established as we expected. The study is first of its kind, where a composite model of high performance work practices was tested for its employee-related outcomes. Moreover, the mediation of employee involvement and employee motivation in the relationship between high performance work practices and employee performance is also a noteworthy contribution of the current research in the Pakistani context. The results are generalizable to public and private sector higher education institutions of Pakistan but can also be used in other organizations with caution.

The indirect effect of high-performance work practices on employees’ performance through trust in management

Purpose The construction industry activities play a key role in achieving socio-economic development and sustaining economic growth in many countries. Increased awareness about the role of human resource management in employee performance has led construction firms to evaluate and focus on high-performance work practices (HPWPs) components, which intend to cultivate employee and organizational performance. This study aims to explain HPWPs affect employee performances through the mediating influence of trust in management in Aqaba, Jordan. Design/methodology/approach A questionnaire survey was administered to collect data among the contractors Grade1 across Aqaba, Jordan. This research was designed as a quantitative study and data were collected at one point of time. In total, 311 questionnaires were returned and only 279 completed questionnaires to test the relationship between HPWPs and employee performances according to the ability, motivation and opportunity conceptualized framework. The partial least squares technique was adopted to test the proposed relationships. Findings The results present that extensive training, rewards based on performance and job security have a significant relationship with trust in management. Trust in management exerts partial mediation effects between HPWPs (extensive training, rewards based on performance and job security) and employee performance (creativity and innovation). Originality/value The findings of the study provide useful and original information to improve the overall performance of construction firms.