“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences

PurposeThe purpose of this paper is to explore the interplay between human resource management (HRM) and emergent factors in constructing a strong HRM climate. Specifically, the paper aims to shed light on how employee perceptions of the HRM process and emergent factors together construct a strong HRM climate, i.e. employees' shared perceptions of HRM.Design/methodology/approachThe paper uses qualitative interview data (managers and employees) from two organisations operating in Finland. The data are analysed based on a systematic data analysis and gives an illustration of the interplay between high-performance work system and the emergent factors.FindingsThe findings illustrate the three types of interplay between HPWS and emergent factors – supplementation, substitution and suffocation – that construct employee experience.Originality/valueThe paper extends earlier discussions on the relationship between HRM and employee experience by empirically examining how the HRM process – together with emergent factors – constructs a strong HRM climate. The present study contributes to further theorising and increasing our understanding of the creation of employee experience.

A Study on HPWS and Employee Performance with the Employees of IT Sector

This article deals with effect over the performance of the employees using the High Performance Work System implementation and it’s elements in the IT sector. High Performance Work System (HPWS) is a practice in the Human Resource Management which focuses on developing and enhancing selective hiring, ensuring employee security enforcing localised decision-making promising compensation based on high results, providing employees training by their dedication, reducing ranking bias in remuneration and ensuring passing of statistics. Data where obtained from 150 respondents where all are employees working in TCS and INFOSYS. Correlation and T-Test was done to derive the results. Findings of the study revealed that HPWS practises are positively linked with employee performance. Limitations and observations of this study are also discussed accordingly.

High-Performance Work System, Strategic Flexibility, and Organizational Performance—The Moderating Role of Social Networks

Based on the dynamic capability theory, this research investigated the effect of a high-performance work system on organizational performance, the mediating role of strategic flexibility, and the moderating role of an enterprise’s social network in this relationship. A total of 214 middle and senior managers from 58 Chinese enterprises were invited to participate in this research. The results showed that the high-performance work system is positively correlated with organizational performance and such correlation is partially mediated by strategic flexibility. Results found that the social network of an enterprise negatively moderated the relationship between a high-performance work system and strategic flexibility. However, the social network did not moderate the mediating role of strategic flexibility in high-performance work systems (HPWS) and organizational performance.

Double-Edged Sword Effect of High-Performance Work System on Employee Well-Being—Moderating Effect of Union Practice

Improving the well-being of the employees is the inevitable choice to improve corporate performance and competitive advantage and the social responsibility that enterprises must undertake. Based on the job demands-resources model, this study introduces perceived organizational support and work stress as the mediator and trade union practice as the moderator to explore the double-edged sword effect of a high-performance work system (HPWS) on the well-being of the employee. Taking 243 employees from Jiangsu, Zhejiang, and Anhui as samples, we found that HPWS positively affects the well-being of the employee through perceived organizational support and negatively affects the well-being of the employee through work stress. Union practices can significantly reduce the positive effect of HPWS on work stress and further weaken the negative effect of HPWS on the well-being of the employee through work stress. The results of this study provide a new way to explain the impact of the HPWS on the well-being of the employees and find that union practice can weaken the negative effects of HPWS. This study provides a new thinking direction for improving the well-being of employees in enterprises.

Impact of High-Performance Work-System (HPWS) on Employee-Performance: A Case Study

Present article aims to summarize the impact of ‘High-Performance Work-System' (HPWS) on employee performance. The research evaluates and establishes the link between HPWS best practices and corporate performance by investigating the evidence of the effects of these practices on the employee’s overall attitudes on the basis of the concept of ‘Black Box’. Further, the study contributes empirically by providing possible corrective measures and suggestions to the management of the company, which can be adopted to attain the status of a ‘World Class Organization’ by the company. Initially, the skewness and kurtosis tests were performed on the survey data to examine the normality of the data. Basis this, the correlation tests were designed and executed. In the present analysis, the bivariate analysis between the various variables (both independent and dependent) as chosen were performed to explore this inter-relationship. The present research uses “Hierarchal Multiple Linear Regression” (HMLR) analysis to examine the net effect on the employee attitudinal measures due to each bundles of the HPWS best practices as highlighted in nine hypotheses. At the end, summary of the recommendations to the general users has also been listed.