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Journal articles on the topic 'High performance work practices'

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Published: 4 June 2021
Last updated: 5 February 2022

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1

Murphy, Glen D., and Greg Southey. "High performance work practices." Personnel Review 32, no. 1 (February 2003): 73–92. http://dx.doi.org/10.1108/00483480310454736.

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2

Posthuma, Richard A., Michael C. Campion, Malika Masimova, and Michael A. Campion. "A High Performance Work Practices Taxonomy." Journal of Management 39, no. 5 (March 19, 2013): 1184–220. http://dx.doi.org/10.1177/0149206313478184.

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3

Naeem, Kamran, Liang Dapeng, Dilawar Khan Durrani, and Muhammad Adeel Anjum. "High-performance work practices versus work-role ambiguity." Human Systems Management 38, no. 2 (May 25, 2019): 141–48. http://dx.doi.org/10.3233/hsm-180381.

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4

Ronda, Lorena, Andrea Ollo-López, and Salomé Goñi-Legaz. "Family-friendly practices, high-performance work practices and work–family balance." Management Research: The Journal of the Iberoamerican Academy of Management 14, no. 1 (June 20, 2016): 2–23. http://dx.doi.org/10.1108/mrjiam-02-2016-0633.

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Purpose This paper aims to establish to what extent family-friendly practices and high-performance work practices are positively related to work–family balance and to identify the role played by job satisfaction and working hours as mediators of this relationship Design/methodology/approach We use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. To test the mediation mechanism implied by our hypotheses, we follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit and regression models were estimated in the analysis. Findings The results show that, in general, family-friendly practices and high-performance work practices increase work–family balance and that these positive relationships are partially mediated by job satisfaction and working hours. While both family-friendly practices and high-performance work practices increase job satisfaction, only the first increase working hours. Moreover, job satisfaction increases work–family balance, while working hours reduces it. The net effect of these opposing forces on work–family balance is positive. Research limitations/implications The use of secondary data posits some constraints, such as the type of measures and the failure to control for a higher number of family-friendly practices and high-performance work practices. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction. Practical implications Managers should implement family-friendly practices and high-performance work practices, as, in general, they increase work–family balance. A significant portion of this positive effect is channeled through job satisfaction and working hours. Originality/value The paper contributes to understanding the relationship between different subsets of human-resources management practices and work–family balance, proposing a model that aims to disentangle the mediating mechanisms through which this relationship occurs.
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5

Kennedy, Liz. "Improving Organizational Performance Through High Performance Work Practices." Psihologia Resurselor Umane 5, no. 2 (January 21, 2020): 99–101. http://dx.doi.org/10.24837/pru.v5i2.331.

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6

Avgoustaki, Argyro. ""High Performance Work Practices, Work Uncertainty, and Employee Overtime"." Academy of Management Proceedings 2013, no. 1 (January 2013): 13901. http://dx.doi.org/10.5465/ambpp.2013.13901abstract.

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7

Frenkel, Stephen J., and Byoung-Hoon Lee. "Do high performance work practices work in South Korea?" Industrial Relations Journal 41, no. 5 (September 7, 2010): 479–504. http://dx.doi.org/10.1111/j.1468-2338.2010.00581.x.

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8

Kumar, Parveen. "Perceptual Effectiveness of High Performance Work Practices." Asian Journal of Management 9, no. 1 (2018): 623. http://dx.doi.org/10.5958/2321-5763.2018.00098.7.

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9

Camps, Joaquín, and Roberto Luna-Arocas. "High involvement work practices and firm performance." International Journal of Human Resource Management 20, no. 5 (May 2009): 1056–77. http://dx.doi.org/10.1080/09585190902850273.

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10

Ahmad, Mansoor, Muhammad Mustafa Raziq, Wali ur Rehman, and Matthew M. C. Allen. "High-performance work practices and organizational performance in Pakistan." International Journal of Manpower 41, no. 3 (December 6, 2019): 318–38. http://dx.doi.org/10.1108/ijm-01-2019-0016.

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Purpose Research on the relationship between high-performance workplace practices (HPWPs) and organizational performance has largely focussed on western settings, limiting the knowledge of how these systems influence performance in other countries, including Pakistan. Universalistic assumptions underpin the HPWP paradigm; to examine the validity of these assumptions, the purpose of this paper is to study the links between HPWP and performance in Pakistan, a country with different cultural norms and institutional settings to those in which most research has been conducted. Design/methodology/approach The authors draw on a unique survey of 392 establishment managers in the banking, pharmaceutical and information technology sectors. The authors include managers of foreign-owned multinational subsidiaries and domestic firms to ensure the sample represents firms in Pakistan. Findings The authors find that some individual HPWPs (recruitment and training) are associated in a statistically significant way with lower labour turnover, higher productivity and higher financial performance. Employee involvement is associated with lower labour turnover and higher labour productivity. Compensation is associated with higher financial performance. None is linked to higher labour turnover, lower productivity or lower financial performance in a statistically significant way. Performance appraisal was not statistically significantly associated with any of the three outcome variables. Originality/value The results provide some relatively strong support for universalistic assumptions, but also highlight the need for future research to examine the variable links of some HPWPs and the lack of any association for the performance appraisal measure.
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11

Alatailat, Maher, Hamzah Elrehail, and Okechukwu Lawrence Emeagwali. "High performance work practices, organizational performance and strategic thinking." International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 370–95. http://dx.doi.org/10.1108/ijoa-10-2017-1260.

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Purpose Drawing on a number of strategic management theories, the purpose of this paper is to explore the relationship between strategic thinking (in other words, systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) and organizational performance. It also investigates whether the notion and content of high performance work practices, as identified in developed countries, can be used to amplify the effects of strategic thinking within the banking industry in a developing country. Design/methodology/approach Utilizing cross-sectional data obtained from commercial banks in Jordan, this paper applied structural equation modeling (SEM) to examine the banking sector in a developing country. Data were collected through self-administered questionnaires. Findings According to the results, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis have positive impacts on organizational performance, except when considered from the systems perspective. Consequently, high performance work practices were found to only moderate the relationship between focused intent, intelligent opportunism, thinking in time and organizational performance. Originality/value The authors examined the impact of strategic thinking on the organizational performance through the moderation role of high performance work practices. The results of this paper extend the existing literature by providing evidence from Jordan, a developing country outside of the western world.
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12

Safavi, Homayoun Pasha, and Osman M. Karatepe. "High-performance work practices and hotel employee outcomes." International Journal of Contemporary Hospitality Management 30, no. 2 (February 12, 2018): 1112–33. http://dx.doi.org/10.1108/ijchm-07-2016-0367.

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Purpose The purpose of this paper is to test career adaptability (CA) as an underlying mechanism linking high-performance work practices (HPWPs) to met expectations, creative performance and extra-role performance. Design/methodology/approach Data were obtained from 313 customer-contact employees two weeks apart in three waves in the hotel industry in Iran. The proposed relationships were tested via structural equation modeling. Findings Employees who perceive that management offers various HPWPs display elevated levels of CA. These employees in turn find that their jobs have met their expectations. They exhibit higher creative and extra-role performances. In short, CA is a mediator between HPWPs and the aforementioned employee outcomes. Practical implications Management should invest in HPWPs to enable employees to manage various work- and career-related demands. Management should also create an environment where employees can take advantage of career opportunities for growth and development. In this environment, employees can prepare themselves for the future in the current organization and gain new skills. Originality/value What is known about the factors influencing Savickas’s (2005) notion of CA and CA influencing various employee outcomes is limited.
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13

Cajander, Niko, and Arto Reiman. "High performance work practices and well-being at restaurant work." European Journal of Tourism, Hospitality and Recreation 9, no. 1 (May 1, 2019): 38–48. http://dx.doi.org/10.2478/ejthr-2019-0005.

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AbstractThis study focuses on human resource management (HRM) and high performance work practices in small restaurants. Empirical material is collected through interviews aimed at individuals working in the restaurant industry. In the first phase of this study in 2010, ten employees were interviewed, and in the second phase in 2018, five of them were re-interviewed. In 2010, the interviewees were working as employees in a restaurant where well-being was constantly challenged during work. During the second round of interviews in 2018, the interviewees had continued their careers in the sector and worked in five different restaurants. The findings indicate the signs of rapid change within the specific restaurant studied and provide insights into managing well-being at work in the restaurant industry as a whole – an industry that is constantly facing new types of challenges related to new working modes. Findings indicate that well-being at work is a holistic combination of individual and work-level activities; thus, a comprehensive approach to HRM is required.
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14

Chaturvedi, K. R., and Preeti Vats. "Exploring Effectiveness level of High Performance Work Practices." Asian Journal of Management 9, no. 1 (2018): 559. http://dx.doi.org/10.5958/2321-5763.2018.00088.4.

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15

BLASI, JOSEPH R., and DOUGLAS L. KRUSE. "U.S. High-Performance Work Practices at Century's End." Industrial Relations 45, no. 4 (October 2006): 547–78. http://dx.doi.org/10.1111/j.1468-232x.2006.00443.x.

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16

Sgobbi, Francesca, and Gian Carlo Cainarca. "High-Performance Work Practices and Core Employee Wages." ILR Review 68, no. 2 (January 5, 2015): 426–56. http://dx.doi.org/10.1177/0019793914564967.

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17

Gojny-Zbierowska, Milena. "SHAPING HIGH-PERFORMANCE WORK SYSTEMS THROUGH HRM PRACTICES." Journal of Positive Management 6, no. 4 (April 16, 2016): 29. http://dx.doi.org/10.12775/jpm.2015.020.

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18

Obeidat, Shatha M., Rebecca Mitchell, and Mark Bray. "The link between high performance work practices and organizational performance." Employee Relations 38, no. 4 (June 6, 2016): 578–95. http://dx.doi.org/10.1108/er-08-2015-0163.

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Purpose – The purpose of this paper is to better understand the relationship between high-performance work practices (HPWP) and organizational performance through a multi-dimensional model of the relationship between HPWP and performance, which conceptualizes HPWP according to the ability, motivation and opportunity (AMO) framework. HPWP are conceptualized as HR practices capable of enhancing the AMO of employees to contribute to organizational performance. Design/methodology/approach – Data were collected from 118 Jordanian firms operating in the financial and manufacturing sectors. A questionnaire completed by the HR director in each firm assessed HPWP adoption and their influence on organizational performance. Findings – The findings generate support for the link between HPWP and organizational performance and confirm the utility of the AMO model for conceptualizing HPWP and their impact on organizational performance. Research limitations/implications – While this study relies on cross-sectional data, it confirms the utility of the AMO framework as an appropriate conceptual basis for HPWP and provides substantial support for the relevance of HPWP in increasing organizational performance. Originality/value – The findings provide a basis for more consistent empirical investigation and better theory building for HPWP, and also provide a more robust basis for practical prescription. The empirical contribution is also significant as one of the few studies to investigate the link between HPWP and organizational performance in the Middle East.
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19

Karatepe, Osman M. "High-performance work practices and hotel employee performance: The mediation of work engagement." International Journal of Hospitality Management 32 (March 2013): 132–40. http://dx.doi.org/10.1016/j.ijhm.2012.05.003.

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20

Mazhar, Rabia, Muhammad Adnan Sarwar, Muhammad Yousaf Malik, Muhammad Nazam, and Saman Mazhar. "Impact of High Performance Work Systems on Organizational Performance." International Journal of Asian Business and Information Management 11, no. 4 (October 2020): 16–28. http://dx.doi.org/10.4018/ijabim.2020100102.

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Today's business organizations require increased effectiveness and competitive advantage that can be achieved through High Performance Work Systems (HPWS). This study is proved the same effect in commercial banking sector of Pakistan through a quantitative research design using random sampling technique. A valid and reliable questionnaire tool was used to analyse the data through various statistical techniques. Employees' attitude concerning organizational performance influenced via various practiced HPWS measured in organizational commitment, job satisfaction, and employee turnover intention. The study revealed that reward system and selective staff are not aligned to employee attitude. Overall the study depicts that conventional banks are incapable to adopt HPWS practices in adequate, satisfactory, worthwhile, dynamic, and advantageous way. Additionally, short courses on career planning and development could spur colossal organizational growth among conventional banks in Faisalabad, Pakistan.
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21

Aqdas, Ramaisa, and Nik Ab Halim Nik Abdullah. "High Performance Work System and Export Performance." Pakistan Journal of Humanities and Social Sciences 7, no. 2 (June 30, 2019): 245–56. http://dx.doi.org/10.52131/pjhss.2019.0702.0084.

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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.
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22

Tregaskis, Olga, Kevin Daniels, Linda Glover, Peter Butler, and Michael Meyer. "High Performance Work Practices and Firm Performance: A Longitudinal Case Study." British Journal of Management 24, no. 2 (January 20, 2012): 225–44. http://dx.doi.org/10.1111/j.1467-8551.2011.00800.x.

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23

Cappelli, Peter, and David Neumark. "Do "High-Performance" Work Practices Improve Establishment-Level Outcomes?" Industrial and Labor Relations Review 54, no. 4 (July 2001): 737. http://dx.doi.org/10.2307/2696111.

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24

Brown, Michelle, Christina Cregan, and Isabel Metz. "High Performance Work Practices, Collective Quits and Workplace Cynicism." Academy of Management Proceedings 2018, no. 1 (August 2018): 13136. http://dx.doi.org/10.5465/ambpp.2018.13136abstract.

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Cappelli, Peter, and David Neumark. "Do “High-Performance” Work Practices Improve Establishment-Level Outcomes?" ILR Review 54, no. 4 (July 2001): 737–75. http://dx.doi.org/10.1177/001979390105400401.

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26

McAlearney, Ann Scheck, and Julie Robbins. "Using High-Performance Work Practices in Health Care Organizations." Journal of Nursing Care Quality 29, no. 2 (2014): E11—E20. http://dx.doi.org/10.1097/ncq.0b013e3182a813f3.

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27

Gill, Carol, and Denny Meyer. "Union presence, employee relations and high performance work practices." Personnel Review 42, no. 5 (July 26, 2013): 508–28. http://dx.doi.org/10.1108/pr-07-2011-0117.

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28

Martynov, Aleksey, and Zheng Jane Zhao. "High-performance work practices and knowledge creation in organisations." International Journal of Strategic Change Management 2, no. 2/3 (2010): 223. http://dx.doi.org/10.1504/ijscm.2010.034415.

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ARMSTRONG, CLAIRE, PATRICK C. FLOOD, JAMES P. GUTHRIE, SARAH MACCURTAIN, and THADDEUS MKAMWA. "SHOULD HIGH PERFORMANCE WORK SYSTEMS INCLUDE DIVERSITY MANAGEMENT PRACTICES?" Academy of Management Proceedings 2008, no. 1 (August 2008): 1–6. http://dx.doi.org/10.5465/ambpp.2008.33663141.

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Kalleberg, Arne L., Peter V. Marsden, Jeremy Reynolds, and David Knoke. "Beyond Profit? Sectoral Differences in High-Performance Work Practices." Work and Occupations 33, no. 3 (August 2006): 271–302. http://dx.doi.org/10.1177/0730888406290049.

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31

Wang, Shuhong, Xiang Yi, John Lawler, and Mingrui Zhang. "Efficacy of high-performance work practices in Chinese companies." International Journal of Human Resource Management 22, no. 11 (June 2011): 2419–41. http://dx.doi.org/10.1080/09585192.2011.584406.

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32

Nadeem, Sadia, Mishal Raza, Neelab Kayani, Amna Aziz, and Dure Nayab. "Examining cross-cultural compatibility of high performance work practices." International Business Review 27, no. 3 (June 2018): 563–83. http://dx.doi.org/10.1016/j.ibusrev.2017.10.006.

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33

Lee, Hwanwoo, Steve Werner, and Tae-Yeol Kim. "High performance work systems and organization attraction." Employee Relations 38, no. 5 (August 1, 2016): 682–702. http://dx.doi.org/10.1108/er-08-2015-0165.

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Purpose – The purpose of this paper is to test the effect of human resource systems on organization attraction. Furthermore, the authors theorize and test how the vocational interests of prospective employees can serve as boundary conditions that affect the relationship between high-performance work systems (HPWS) and organization attraction. Design/methodology/approach – To achieve these ends, this study conducts a scenario-based experiment with prospective employees to examine the effects of HPWS and vocational interests on organization attraction. Findings – The authors demonstrated that HPWS is an important feature for organization attraction. Despite the generally positive linkage between HPWS and organization attraction, the most important implication of the findings is that job applicants also have an important role in responding to the features being used by a firm to attract applicants through HPWS. For example, potential job applicants with higher (rather than lower) social vocational interests are more likely to be attracted to the HPWS of firms. Research limitations/implications – This study has limitations that must be considered. In particular, the authors treated HPWS as a unidimensional construct. Given the study design, it is unclear whether the attraction effects are driven by HPWS as a whole or whether they are being driven by any single or multiple component(s) of the system. Future research needs to consider examining how specific practices are matched with specific vocational interests by using multiple scenarios where they bundle different high-performance work practices. Doing so would further the understanding of which specific practices affect attraction and for whom. Originality/value – This study contributes to the authors’ knowledge of the effects of HPWS on organization attraction. In addition, job applicants’ social vocational interest plays an important role in strengthening the relationship between HPWS and organization attraction.
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34

Addison, John T. "THE DETERMINANTS OF FIRM PERFORMANCE: UNIONS, WORKS COUNCILS, AND EMPLOYEE INVOLVEMENT/HIGH-PERFORMANCE WORK PRACTICES." Scottish Journal of Political Economy 52, no. 3 (July 2005): 406–50. http://dx.doi.org/10.1111/j.0036-9292.2005.00351.x.

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35

Garg, Naval. "High performance work practices and organizational performance-mediation analysis of explanatory theories." International Journal of Productivity and Performance Management 68, no. 4 (April 8, 2019): 797–816. http://dx.doi.org/10.1108/ijppm-03-2018-0092.

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PurposeAlthough high-performance work practices (HPWPs) are considered to have a strong influence over organizational performance, researchers are not unanimous about the exact mechanism through which the impact of HPWS transcends to organizational performance. The purpose of this paper is to explore two explanatory theories (job characteristics theory and psychological impact theory) of HRM and examine their possible mediation effect on the relationship between HPWPs and organizational performance.Design/methodology/approachStructural equation modeling was used to examine the mediation effect.FindingsFour constituents of job characteristics theory (autonomy, feedback, skill variety and task significance) and two constituents of psychological impact theory (job satisfaction and organization citizenship behavior) reported partial mediation.Originality/valueThe paper is based on primary data collected by author.
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36

Garg, Naval, and Bijender Kumar Punia. "Developing high performance work system for Indian insurance industry." International Journal of Productivity and Performance Management 66, no. 3 (March 6, 2017): 320–37. http://dx.doi.org/10.1108/ijppm-06-2015-0082.

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Purpose Modern age witnessed an exponential growth of high performance work practices (HPWPs) at workplace. This phenomenal increase in quest of performance excellence has fascinated both researchers and practitioners. The purpose of this paper is to develop a conceptual model of HPWPs for insurance companies of India. Design/methodology/approach A structured questionnaire comprising of 35 HPWPs with a five-point rating scale has been used. Model is based on two important paradigm of HR practices – employees’ awareness and perception for HPWPs. Factor analysis is followed by confirmatory factor analysis to build a model of HPWPs for insurance industry in India. Findings Of the 35 practices 17 get reduced to most applicable practices constituting high performance work system (HPWS) for insurance industry. The paper arrives at appropriate model of HPWPs. Research limitations/implications Paper has successfully developed model for insurance companies. Taking clue from findings, insurance practitioners could deal with various HR related challenges in their respective companies. Originality/value The paper uses primary data collected using structured questionnaire to develop HPWS.
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Robineau, Alice, Marc Ohana, and Sophie Swaton. "The Challenges Of Implementing High Performance Work Practices In The Nonprofit Sector." Journal of Applied Business Research (JABR) 31, no. 1 (December 15, 2014): 103. http://dx.doi.org/10.19030/jabr.v31i1.8994.

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The last economic crisis raised huge challenges for nonprofit organizations. It is now critical for them to show not only their social legitimacy but also their efficiency and competency to claim for grants (Kearns, Bell, Deem, & McShane, 2014). For nonprofit organizations, High Performance Work Practices (HPWPs) are a way to foster performance and to answer the challenges that they are currently facing. However, such practices have only been applied to the corporate world to date. The entire philosophy behind nonprofit organizations radically contrasts with the for-profit sector. In particular, the principles and practice of human resource management may be quite different depending on the sectoral context. The aim of this article is precisely to analyze the challenges of implementing HPWPs in nonprofit organizations. In order to explore these challenges, we study the HR practices of a nonprofit organization based in UK which struggles with poverty. The discussion of results highlights good practices that should be applied in the nonprofit sector.
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Ogbonnaya, Chidiebere Ndukwe, and Karina Nielsen. ""Transformational Leadership, High Performance Work Practices, and an Effective Organization"." Academy of Management Proceedings 2016, no. 1 (January 2016): 11152. http://dx.doi.org/10.5465/ambpp.2016.11152abstract.

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Bayo-Moriones, Alberto, and Javier Merino-Dı́az de Cerio. "Quality management and high performance work practices: Do they coexist?" International Journal of Production Economics 73, no. 3 (October 2001): 251–59. http://dx.doi.org/10.1016/s0925-5273(01)00089-5.

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40

McNabb, Robert, and Keith Whitfield. "Job Evaluation and High Performance Work Practices: Compatible or Conflictual?" Journal of Management Studies 38, no. 2 (March 2001): 293–312. http://dx.doi.org/10.1111/1467-6486.00237.

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41

Brinck, Karla, Sina Otten, and Sven Hauff. "High‐Performance Work Practices and Job Satisfaction: Gender's Moderating Role." European Management Review 16, no. 2 (April 24, 2019): 333–45. http://dx.doi.org/10.1111/emre.12348.

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42

White, Michael, Stephen Hill, Patrick McGovern, Colin Mills, and Deborah Smeaton. "'High-performance' Management Practices, Working Hours and Work-Life Balance." British Journal of Industrial Relations 41, no. 2 (June 2003): 175–95. http://dx.doi.org/10.1111/1467-8543.00268.

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43

Gibbs, Tanya, and Nicholas J. Ashill. "The effects of high performance work practices on job outcomes." International Journal of Bank Marketing 31, no. 4 (July 22, 2013): 305–26. http://dx.doi.org/10.1108/ijbm-10-2012-0096.

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44

Jaiswal, Deepakshi, and Akansha Tyagi. "Effect of high performance work practices on service innovative behavior." Tourism Review 75, no. 2 (September 19, 2019): 382–401. http://dx.doi.org/10.1108/tr-07-2018-0101.

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Purpose This study aims to provide a holistic model for high performance work practices (HPWPs), work engagement (WE), job autonomy (JA) and service innovative behavior (SIB) of employees in hotel industry, taking social exchange theory as the base of the study. The present study examined the effect of HPWPs on hotel employees’ SIB, mediated by WE. This study further examined the moderating role of JA on the relationship between WE and SIB. Design/methodology/approach The study was conducted in both the Garhwal and Kumaon Himalayan regions, Uttarakhand state, India. Using convenience sampling method and standardized questionnaire, data were collected from 384 employees working in 32 hotels and relationships were tested using Hayes’ method of regression analysis. Findings The findings of the study revealed that WE mediated the relationship between HPWPs and SIB. Furthermore, it was observed that JA acted as a moderator between WE and SIB. Research limitations/implications The responses were collected from the hotels of Uttarakhand region only, so the future studies may be carried out in other industries such as banking, automobile, IT, call centers, etc., as well as in some other region also. Originality/value The present study has made some crucial contributions to the existing literature and knowledge base. The study of different variables has been tested in western countries, but this integrated model is the first of its kind, which was tested in Indian context, i.e. Indian hotel employees, especially in Uttarakhand, India, that has completely different work settings/environment as compared to the western countries.
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Punia, B. K., and Naval Garg. "High performance work practices: An overview ofawareness and effectiveness level." JIMS8M: The Journal of Indian Management & Strategy 19, no. 3 (2014): 9. http://dx.doi.org/10.5958/0973-9343.2014.01231.9.

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Luna‐Arocas, Roberto, and Joaquín Camps. "A model of high performance work practices and turnover intentions." Personnel Review 37, no. 1 (December 21, 2007): 26–46. http://dx.doi.org/10.1108/00483480810839950.

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47

Kroon, B., K. van de Voorde, and M. van Veldhoven. "Cross‐level effects of high‐performance work practices on burnout." Personnel Review 38, no. 5 (July 31, 2009): 509–25. http://dx.doi.org/10.1108/00483480910978027.

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48

De Bruyn, Anita Juliana. "Exploring high-performance work processes in effective virtual teams." African Journal of Economic and Management Studies 8, no. 4 (December 4, 2017): 398–409. http://dx.doi.org/10.1108/ajems-06-2016-0070.

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Abstract:
Purpose The purpose of this paper is to bridge the void in virtual teams’ (VTs) lived experiences on the high-performance work process theme by exploring process alignment best practices for the functioning of effective VTs in the software sector of the technology industry of South Africa. Design/methodology/approach A qualitative, interpretivist case study was used to gain insight into the lived experiences of VT members. A purposive sample was selected, and data were collected through an electronic questionnaire and analysed by means of content analysis. Findings International literature corpus informed the process theme. Empirical evidence suggests that a value-driven work orientation to combat cybercrime linked with the pre-existence to specific architecture effectively contribute to the practice of VT expertise by delivering innovative new paths instead of aligning to traditional processes. Research limitations/implications The qualitative approach of this paper limits the replication possibilities beyond the information and communication technology (ICT) VTs who participated in the study. The themes, elements and the virtual nature of the study could be generalised across various technology-infused organisations in other VTs and within other knowledge working fields. Practical implications An exemplary questionnaire and method to obtain deep knowledge from the lived experiences of the virtually dispersed participants could be utilised for similar future studies. Social implications ICT software organisations trading on the African, within VT environments and South Africa, people practitioners and risk managers would benefit from the process alignment practices suggested in this study. Originality/value This paper complements seminal VT theorists, and presents suggestions towards a practical implementable novel framework for the implementation of VT processes alignment.
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49

Cheng-Hua, Tsai, Chen Shyh-Jer, and Fang Shih-Chien. "Employment Modes, High-Performance Work Practices, and Organizational Performance in the Hospitality Industry." Cornell Hospitality Quarterly 50, no. 4 (October 23, 2009): 413–31. http://dx.doi.org/10.1177/1938965509348580.

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50

Wickramasinghe, Vathsala, and Suyama Liyanage. "Effects of High Performance Work Practices on Job Performance in Project-Based Organizations." Project Management Journal 44, no. 3 (June 2013): 64–77. http://dx.doi.org/10.1002/pmj.21342.

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