Indian study shows high-performance work systems (HPWS) mediate the relationship between business strategy and employees’ intention to leave

Purpose This paper examines the relationship between business strategies and employees’ intention to leave (ITL), through the mediating role of high-performance work system (HPWS). Design/methodology/approach To test their hypotheses, the authors used self-administered questionnaires. They drew up a list of 600 organizations of different nature and structure operating in India that were listed by the Federation of Indian Chambers and Industry. They approved 192 organizations and sent the surveys to 960 executives. They aimed to receive a minimum of one response from an HR executive and two from non-HR executives from each one. In the end, they received 572 useable responses. Findings The study found that high-performance work systems (HPWS) mediate the relationship between business strategy and employees’ intention to leave (ITL). The two effective approaches were “quality management” and “innovation strategy”, both of which reinforced the adoption of HPWS. But a third approach, a “cost-reduction strategy”, was not shown to be positively correlated with HPWS. Another important finding was that the influence on ITL did not vary across the types, or ownership structures, of the firms. Originality/value The data has lessons for HR departments. First, it shows it is advantageous for firms hoping to retain more employees to invest in HPWS that are consistent with the values of their organizations. A second practical finding is that firms need to take into account the Indian context. A third lesson is HR practitioners should make strong efforts to communicate the goals of the HPWS to employees The study also shows firms adopting cost-reduction strategies should focus more on treating employees as resources.

High-Performance Work Systems in a Cross-Cultural Context

The strategic human resource management field has increased the contributions, comparing cross-cultural aspects, mainly involving the East and West cultures, but there is a gap regarding on knowing how the implementation practices impacts and how they are impacted by cultural differences. Through a qualitative contribution, this research was developed in a multinational company in Sweden with a subsidiary in Brazil. The focus is to answer the questions: How high-performance work systems are applied in different cultural contexts? How do cultural dimensions affect high-performance work systems' adaptation? The findings have shown that strong organizational cultures could overlap country differences, but adaptations could allow innovative exchanges and raise employee commitment and participation. High-performance work systems are practices that could be used in cross-cultural territories, but not without considering cultural and local adaptations. After institutionalized, the local adaptation could be able to enlarge organizational performance.

Trends in Macroergonomics Applications for Improved Work Systems

Macroergonomics is the subdiscipline of ergonomics that is concerned with the analysis, design, and evaluation of work systems. It means, macroergonomics focuses on harmonizing the organizational structure of a company and not only one workstation or one task, as microergonomics does. Macroergonomics is a top-down, middle-out, and bottom-up approach. In the top-down approach, the overall general work system structure may be prescribed to match the organization's sociotechnical characteristics. On the other hand, the middle-out approach focuses on the analysis of subsystems and work processes, which can be assessed both up and down the organizational hierarchy from intermediate levels, and also, up and down some changes may be done to ensure the work system design is harmonized. Finally, the bottom-up approach comprises an extensive participation of employees in the identification of problems. Currently, macroergonomics is considered an emergent subdiscipline, and there is the need to promote current theories and methods and propose new ones.

Flexible Environments for Hybrid Collaboration: Redesigning Virtual Work Through the Four Orders of Design

The COVID-19 pandemic made visceral for many the fact that virtual forms of collaboration— simultaneously liberating and frustrating—are here to stay. Workers’ frustrations demonstrate that challenges remain for work and its design in increasingly “hybrid” collaboration— work in which some people, interacting face-to-face, are co-located while others with whom they work are remote. Using Buchanan's four orders of design, in conjunction with management and information systems scholarship, we present a framework for improving these virtual forms of collaboration. In this article, we review the latest knowledge from these disciplines on virtual collaboration through the lens of the four orders of design. In doing so, we demonstrate that conceiving of work in terms of flexible collaborative environments could increase the unity of purpose between work and workers by leveraging the capabilities of varying degrees of virtuality to engender experiences that benefit all those who interact with work systems.

Research on the Relationship Between High-Commitment Work Systems and Employees’ Unethical Pro-organizational Behavior: The Moderating Role of Balanced Reciprocity Beliefs

Based on the social exchange theory, this paper explores the indirect impact of high-commitment work systems on employees’ unethical pro-organizational behavior. Through the analysis of multisource data from 139 companies (including 139 human resource managers and 966 employees), a multilevel structuring equation model is used to verify the study’s hypotheses. The research results show the following findings: (1) High-commitment work systems are significantly positively related to employees’ unethical pro-organizational behavior. (2) High-commitment work systems have indirect effects on the employees’ unethical pro-organizational behavior through the relational psychological contract. The relational psychological contract plays a mediating role in this process. (3) Employees’ balanced reciprocity beliefs significantly enhance the positive effect of relational psychological contracts on employees’ unethical pro-organizational behavior. It can also positively moderate the mediating effect of high-commitment work systems that affect employees’ unethical pro-organizational behavior via relational psychological contract.

CAD/CAM in Restorative Dentistry

Computers have had a huge impact on the dental place of work and dental exercise major to huge adjustments in communication, financial accounting, and administrative functions. Computerized systems have greater currentlygenerated developing variety of software program for the delivery of affected character treatment. Digital effect systemsand chairside CAD/CAM systems offer opportunities to mix virtual impressions and entire contour restorations withinside the dental place of work. Systems depend on single picturegraph and video cameras to report the digital file that is the foundation for an accurate outcome. This article gives key elements of automatic generation using the CAD/CAM process. CAD/CAM technique appears to be the most common technique currently available; this is fast, easy and maintains time. CAD/CAM systems are variable; therefore, using the right gadget with a logical approach for treating patients are quite mandatory. Keywords: CAD/CAM systems

A conditional process model linking high-performance work systems, collective turnover, collectivist culture and organizational performance

PurposeThis study addresses three research questions: (1) do high-performance work systems (HPWS) enhance organizational performance by reducing collective turnover? (2) does a collectivist organizational culture moderate the link between collective turnover and organizational performance? (3) does collectivist organizational culture act as a boundary condition for the mediating effects of collective turnover in the link between HPWS and organizational performance?Design/methodology/approachA conditional process model linking HPWS, collective turnover, collectivist culture and organizational performance was developed and examined with longitudinal data collected at three different time points from 350 firms in South Korea.FindingsThe positive indirect effects of HPWS on organizational performance through collective turnover were significant. Regarding collectivist culture as a moderator, the negative relationship between collective turnover and organizational performance was stronger when the collectivist culture in the organization is high. In addition, the positive indirect effects of HPWS on organizational performance through collective turnover were also stronger when the collectivist culture in the organization is high.Originality/valueThis study provides a significant contribution to the areas of HPWS by reshaping the conceptual mechanisms in which HPWS enhance organizational performance. Further, it explores the significant role of collectivist culture as a moderator in the relationship between HPWS, collective turnover and organizational performance.