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Kim, Maeng-Sun. "The effect of high-performance HR practices on organizational performance." Journal of Tourism and Leisure Research 30, no. 12 (December 31, 2018): 403–21. http://dx.doi.org/10.31336/jtlr.2018.12.30.12.403.
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Chen, Shu-Yuan, Jin Feng Uen, and Chih-Chan Chen. "Implementing high performance HR practices in Asia: HR practice consistency, employee roles, and performance." Asia Pacific Journal of Management 33, no. 4 (April 28, 2016): 937–58. http://dx.doi.org/10.1007/s10490-016-9466-z.
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Ahmad, Mansoor, and Matthew Allen. "High performance HRM and establishment performance in Pakistan: an empirical analysis." Employee Relations 37, no. 5 (August 3, 2015): 506–24. http://dx.doi.org/10.1108/er-05-2014-0044.
Повний текст джерелаАнотація:
Purpose – Despite a growing literature on human resource management (HRM) in emerging economies, evidence from Pakistan is limited. There is scant information on both the human resource (HR) practices that indigenous workplaces adopt and their associations with HR-related outcomes. The purpose of this paper is to fill that gap by examining whether universalistic assumptions about the applicability of “high-performance” HR practices are valid in Pakistan, a country with religious values and organizational traditions that differ to those in the west. Design/methodology/approach – This study draws on the, to date, most comprehensive survey of indigenous establishments in Pakistan. The authors use logistic regressions to analyze the data. Findings – Workplaces, in general, adopt several “high-performance” HR practices, such as extensive training, career breaks, rigorous pre-employment candidate assessment, and the sharing of strategic information with employees. Attitude surveys and the provision of training in a variety of jobs to non-managerial employees are consistently associated with better HR-related outcomes (absenteeism, quit rates, and labour productivity). Overall, the paper finds some limited support for the applicability and efficacy of high-performance HRM practices in Pakistan. Such practices conform to Islamic principles. The results also indicate, however, that cultural traits play a role in how those practices are implemented. Social implications – Increased adoption of certain HR practices by establishments in Pakistan may help to improve the working conditions and employment prospects of employees and may also ameliorate the country’s sluggish economic growth rates. Originality/value – HRM in Pakistani establishments has received relatively scant attention. Existing research either focuses on a relatively small number of firms, assesses HR in MNC subsidiaries, or examines a limited range of HR practices. Understanding the HR practices that are (and are not) adopted and their associations with performance outcomes will not just enhance the knowledge of HR in emerging economies, but will also provide insights into how to improve establishment performance and economic growth rates.
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Mostafa, Ahmed Mohammed Sayed. "High-performance HR practices, positive affect and employee outcomes." Journal of Managerial Psychology 32, no. 2 (March 13, 2017): 163–76. http://dx.doi.org/10.1108/jmp-06-2016-0177.
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Purpose The purpose of this paper is to provide insight into the affective or emotional mechanisms that underlie the relationship between high-performance HR practices (HPHRP) and employee attitudes and behaviours. Drawing on affective events theory, this paper examines a mediation model in which HPHRP influence positive affect which in turn affects job satisfaction and organizational citizenship behaviours (OCBs). Design/methodology/approach Two-wave data were collected from a sample of local government workers in Wales (n=362). HPHRP were measured together with job satisfaction and OCBs at Time 1 and six months later, job satisfaction and OCBs were measured again together with positive affect. Structural equation modeling was used to test the study hypotheses. Findings The results revealed that HPHRP induced positive affect which, in turn, led to increased job satisfaction and OCBs. Furthermore, positive affect fully mediated the relationships between HPHRP and both job satisfaction and OCBs. Research limitations/implications All data were collected from public sector employees in the Government of Wales, which makes the generalizability of the findings unknown. More work is needed using different samples to determine whether the study results are replicable. Practical implications Managers should endeavour to ensure that enough resources are assigned to the implementation of HPHRP and other work features that help evoke affective reactions, as these reactions are an important determinant of employees’ attitudes and behaviours. Originality/value This is one of the first studies to empirically examine the mediating role of positive affect on the relationship between HPHRP and employee attitudes and behaviours.
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McClean, Elizabeth J. "HIGH COMMITMENT HR PRACTICES, EMPLOYEE EFFORT, AND FIRM PERFORMANCE." Academy of Management Proceedings 2009, no. 1 (August 2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44256501.
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Bodla, Ali Ahmad, and Tang Ningyu. "Transformative HR practices and employee task performance in high-tech firms." Journal of Organizational Change Management 30, no. 5 (August 14, 2017): 710–24. http://dx.doi.org/10.1108/jocm-02-2016-0030.
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Purpose The purpose of this paper is to examine the relationship of perceived transformative human resource (HR) practices and employee task performance. Drawing on evidence-based approach, the transformative HR practices intend to transform employees’ behavior to cope with organizational change. This study intends to answer how does the perceived transformative HR practices influence employees’ behavioral capability to enhance their task performance. This investigation proposes that the perceived transformative HR practices positively affect employees task performance, however, employee adaptivity mediates the relationship between them. Design/methodology/approach The authors used a random sample of 224 employees, from a large high-tech company in China, to test the hypotheses. Exploratory and confirmatory factor analyses were conducted to determine the perceived transformative HR practices in the context of a high-tech firm. The authors performed multiple linear regression analysis to examine the proposed model. Findings The results of this study indicate that the perceived transformative HR practices positively influence employee adaptivity and task performance. Furthermore, employee adaptivity mediates the relationship between the perceived transformative HR practices and employee task performance. Therefore, employee adaptivity illuminates and explains the underlying mechanism of how the perceived transformative HR practices lead to employee task performance. Research limitations/implications Data collected from single firm may limit the generalizability of the findings and cross-sectional research design may raise the concern of common method bias. Future studies should test and validate the operationalization of the perceived transformative HR practices in different research contexts and with larger sample size. Organizations should design and implement transformative HR practices to cope with change. Furthermore, organizational managers should encourage and facilitate employee adaptivity to achieve better performance. Originality/value This study contributes to change management and the HR literature by identifying and operationalizing the perceived transformative HR practices as a predictor of employee adaptivity and task performance. Through the underlying mechanism of employee adaptivity between the perceived transformative HR practices and employee task performance, this study provides a new perspective to look at the HR-performance relationship in the change process.
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Uppal, Nishant, and Sushant Bhargava. "High Performance HR Practices & Firm Performance: Mediating Effects of PE Fit." Academy of Management Proceedings 2018, no. 1 (August 2018): 12269. http://dx.doi.org/10.5465/ambpp.2018.12269abstract.
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Cuéllar-Molina, Deybbi, Antonia Mercedes García-Cabrera, and Ma de la Cruz Déniz-Déniz. "Emotional intelligence of the HR decision-maker and high-performance HR practices in SMEs." European Journal of Management and Business Economics 28, no. 1 (March 11, 2019): 52–89. http://dx.doi.org/10.1108/ejmbe-10-2017-0033.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to examine the influence of the emotional intelligence (EI) of the person in charge of making human resource management (HRM) decisions on the adoption of high-performance human resource (HR) practices in small- and medium-sized enterprises (SMEs). Design/methodology/approach This study takes evidences from 157 HR decision makers in SMEs who autonomously make the decisions in the HR area and were responsible for the HR practices in their firm. The authors used multiple linear regression analysis to test the hypotheses. Findings Results show that both the EI and the different EI competencies of which it is comprised affect the adoption of various HR practices. Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM. Research limitations/implications First, the sample of firms the authors studied is limited to a specific geographic area in one country – Spain (Canary Islands) – that will necessarily limit generalisation of the results obtained to other populations of SMEs. Researchers should replicate the current model in other geographic areas. Second, and with regard the methodology, researchers could explore other tools to measure EI and emotional competencies. It would be interesting to measure this construct using qualitative analytical techniques, with 360 – or 180 – degree tools. Finally, the current study is cross-sectional in nature, which limits our ability to draw causal inferences from the data. This cross-sectional design prevents us, for example, from analysing EI’s influence on the continued development of high-performance HR practices over time. Future research using longitudinal methodologies to study these variables could provide additional advances in this area. This work makes important contributions to both the literature and the business world. With regard to the theoretical implications, results confirm that EI as a whole, as well as in terms of its specific emotional competencies, affects the decision making related to the adoption of high-performance HR practices, which is known to contribute to the organisational performance. Practical implications With regard its practical implications, SMEs’ owners-managers and HR practitioners may find our results and conclusions interesting. Indeed, recommendations in business management have often been accompanied by new approaches in HRM (Kent, 2005), as this study proposes. In particular, managers will find evidence of how a decision-maker’s higher EI propitiates the adoption of high-performance HR practices, thus being able to improve HRM in their SMEs. Moreover, managers will obtain guidance on which emotional competencies are the most important for adopting each HR practice, and so find greater success in their HRM roles. SMEs could organise programmes to develop the HR decision-maker’s emotional competencies, as large firms do for their executives. Originality/value Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.
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In Jun and 오선희. "The Mediating Effect of HR Flexibility on the Relationship between High Performance HR Practices and Organisational Performance." Korean Journal of Labor Studies 20, no. 2 (June 2014): 149–86. http://dx.doi.org/10.17005/kals.2014.20.2.149.
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Ling Chen, Yuan. "Crossing The Great Divide: South Asia High-Performance Work Systems." International Journal of Business & Management Studies 05, no. 02 (February 12, 2024): 38–44. http://dx.doi.org/10.56734/ijbms.v5n2a6.
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This study discusses qualitative research to profoundly understand South Asia's high-performance work systems (HPWS) development based on the Ability, Motivation, and Opportunities (AMO) model. Further, this study classifies three distinctive types of human resource (HR) practices — Takeuchi et al. (2007), Sun et al. (2007), and Chuang and Liao (2010) — into different sets of HR practices. Obtaining the conceptual concepts from the HPWS literature, this study tries to enhance our understanding by acquiring realistic ideas to propose a conceptual model involving several open questions that may provide scholars and practitioners more insights into understanding what HR practices constitute South Asia HPWS.
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Garg, Naval, B. K. Punia, and Anuradha Jain. "Exploring High Performance Work Practices as Necessary Condition of HR Outcomes." Paradigm 23, no. 2 (August 12, 2019): 130–47. http://dx.doi.org/10.1177/0971890719859456.
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The fundamental concept of High Performance Work Practices (HPWPs) constitutes a notion that there exists a work system of HR practices in an organization that may lead to better organizational performance. HPWPs have a positive impact on both individual level performance and organizational level performance. In this light, this paper tends to explore necessity of HPWPs for organizational level outcomes. Outcome variables are job commitment, job satisfaction and work-life balance. Data are analyzed with the help of Necessary Condition Analysis.
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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.
Повний текст джерелаАнотація:
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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Siddique, Muhammad, Owais Mufti, and Shah Wali Khan. "Internally Oriented High-performance Work Systems and Organizational Performance: Empirical Evidence from Banking Sector in Pakistan." Global Social Sciences Review IV, no. II (June 30, 2019): 88–95. http://dx.doi.org/10.31703/gssr.2019(iv-ii).12.
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This study analyses the influence of high-performance work systems on organizational performance. As, previous studies have mostly focused on individual HR practices in determining the influence of HR practices on performance so research is needed to analyze the combined effect of HRM practices as system to understand the importance of HR on performance. Based on AMO framework, this study investigated the effect of HR system on organizational performance using employees’ perspectives in highly interdependent work settings. In this study, primary data was obtained from 218 bank branches in collaboration with Institute of bankers Pakistan and bank management in the form of managers’ and employees’ perceptions about HPWS and its effect on performance. Results suggest that HPWS was significantly linked to deposits, advances and unit level profitability. Results pointed out new insights to HPWSperformance literature from employees perspectives.
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Chen, Mengyuan, Yijing Lyu, Yan Li, Xing Zhou, and Weiwen Li. "The Impact of High-Commitment HR Practices on Hotel Employees’ Proactive Customer Service Performance." Cornell Hospitality Quarterly 58, no. 1 (July 10, 2016): 94–107. http://dx.doi.org/10.1177/1938965516649053.
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To explore the organizational antecedents of proactive customer service performance (PCSP), we developed and tested a multi-level model of the impact of high-commitment human resource (HR) practices on PCSP in the hospitality industry. Drawing on the proactive motivation model, the mediating roles of work-related self-efficacy, perceived organizational support, and harmonious passion for work are examined simultaneously in the relationship between high-commitment HR practices and PCSP. Using time-lagged data from 94 hotels in China, we found that high-commitment HR practices positively influenced service employees’ PCSP via work-related self-efficacy, perceived organizational support, and harmonious passion for work. We discuss the theoretical and managerial implications of this research and also give some suggestions on how to effectively adopt and implement high-commitment HR practices.
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Garg, Naval. "Isolationist versus Integrationist: An Indian Perspective on High-Performance Work Practices." FIIB Business Review 7, no. 3 (September 2018): 216–27. http://dx.doi.org/10.1177/2319714518800084.
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Integrationist favours the idea that human resource (HR) practices have synergic effect when implemented in a complementary and coherent manner. While an isolationist perspective favours that the HR practices have an independent effect on organizational performance. In the integrationist approach, HR practices are supposed to have complementary characteristics. When these complementary work practices are institutionalized in a consistent manner, they result in enhanced efficiency and effectiveness. On an altogether different paradigm, the isolationist approach states that individual Human Resource Management (HRM) practices have distinctive and autonomous properties. The present study is a sincere effort to answer the debate between isolationist and integrationist through exploration of ‘high-performance work practices’ (HPWPs) in the Indian financial sector. A model of HPWPs is developed with the help of explorative and confirmatory factor analysis (CFA). As many as nine factors comprising of twenty-seven HPWPs are reported to be a part of the model of HPWPs. The study concludes that as the usage of HPWPs increases, job satisfaction, commitment and employee well-being also increases and thereby the article concludes in favour of the integrationist approach of HRM.
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Nadeem, Sadia, and Amna Aziz. "National and Professional: Anchoring High Performance in PTCL." Asian Journal of Management Cases 15, no. 2 (July 5, 2018): 166–83. http://dx.doi.org/10.1177/0972820118780736.
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With the story line of the senior HR leadership team at Pakistan Telecommunication Company Limited (PTCL) gathered to reflect on HR function’s evolution since PTCL’s privatization in 2006 to UAE telecom conglomerate Etisalat Group, this case focuses on PTCL’s journey as this corporate giant went through large-scale structural and cultural changes in an attempt to become more performance-centric. The decade long journey covers major changes, for example, a reduction in the size of workforce from 64,000 to 18,000, a move from annual confidential reviews to a balanced scorecard approach in performance management, adoption of the HR business partner model, and various leadership development initiatives. Overall, the case presents a real-life story of evolution of the HR function from an administrative to a strategic role in a large organization. It allows for an in-depth discussion on the adoption of best practices belonging to the academic framework of high performance work practices (HPWPs), and portrays the effects of Pakistan’s distinct national culture and contextual factors on implementation of HPWPs. The case can also be used to enhance familiarity and awareness of Pakistani national culture in the international academic and business community for future research and business opportunities.
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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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Javed, Adeel, and Osman Sadiq Paracha. "Impact of HRM System strength and High performance work practices on Service Performance: Considering Mediating Mechanism." Journal of Management and Research 8, no. 2 (December 31, 2021): 276–303. http://dx.doi.org/10.29145/jmr/82/10.
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The purpose of this paper is on how ability enhancing, motivation focused and opportunity creating high performance work practices and employee’s perception of HRM system strength relate to performance outcome i.e. branch service performance in a Bank’s settings. Furthermore, this paper explores the mediation effect of Line mangers ability, motivation and opportunity to implement human resource practices between the high performance work practices, perception of HRM system strength and service performance. Adopted a quantitative research design. Data collected from a sample of 761 employees across 380 different bank branches in Pakistan. Structural equational modeling technique was used to analyze the data. The result supported both content and process perspectives and the positive impact of ability, motivation and opportunity HR practices and HRM system strength on branch service performance. However, the mediation results indicated the partial acceptance. This study provides an empirical evidence of how high performance work practices and employee’s perception of HRM system strength influence branch performance of bank’s employees in developing nation context. The findings of this paper are expected to encourage researchers to be more thoughtful to the connection between organisational HRM system support and HR practices to improve performance within organisations by emphasizing the alignment between Line manager’s AMO and HPWP practices.
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McClean, Elizabeth, and Christopher J. Collins. "High-commitment HR practices, employee effort, and firm performance: Investigating the effects of HR practices across employee groups within professional services firms." Human Resource Management 50, no. 3 (May 2011): 341–63. http://dx.doi.org/10.1002/hrm.20429.
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Zhang, Huiying, and Shuang Lv. "Effect of HR practice on NPD performance." Nankai Business Review International 6, no. 3 (August 3, 2015): 256–80. http://dx.doi.org/10.1108/nbri-03-2015-0008.
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Purpose – This paper aims to investigate the moderating effects of contextual factors which are environmental uncertainty on the relationship between human resource (HR) exploitation and HR exploration with new product development (NPD) performance and the mediating role of cross-functional integration between them. The main question this study wants to answer is how a firm implements HR practices to gain better performance under different environment factors. This study is the first empirical research which testifies the influence of HR exploitation and HR exploration on NPD performance. Design/methodology/approach – This study uses regression analysis to examine the moderating effect of environment uncertainty and structural equation modeling to test mediating effect of cross-functional integration. Findings – The result shows that HR exploitation influences NPD performance to a higher degree when environmental uncertainty is low than high. And HR exploration plays a more important role when environmental uncertainty is high; HR exploitation influences internal integration significantly, and the effect of HR exploration on external integration is significant; and internal integration and external integration mediate the relationship between HR exploitation/exploration and NPD performance, respectively. Originality/value – These findings not only contribute to the literature but also provide a view for organizations in making the right decision of exploitative or explorative practices under the giving environment factor which organization facing and achieving better performance.
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Ashwini Sonar and Dr. Rajesh Kumar Pandey. "Human Resource (HR) Practices - A Comprehensive Review." Management Journal for Advanced Research 3, no. 5 (October 30, 2023): 42–56. http://dx.doi.org/10.54741/mjar.3.5.5.
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The Human Resource (HR) practices are critical cornerstone in contemporary organizational management. The field of HR has evolved significantly over the years, transitioning from a primarily administrative function to a strategic partner in achieving business objectives. Today, HR professionals are responsible for aligning HR practices with the organization's goals, ensuring that the right talent is in place, and creating a culture that supports high performance and employee well-being. Amidst the world of Technology, even HR is having its analytical wing and almost all function of HR is getting routed through the HR Analytics domain.
This comprehensive review, led by researchers, delves into the multifaceted landscape of HR practices, exploring their significance, evolution, and benefits on organizational success. With a focus on both theoretical frameworks and real-world applications, the researchers examine the spectrum of HR practices, ranging from recruitment and selection to performance management and employee development. Employing a Descriptive and Exploratory Research design, this study encompasses both Primary and Secondary data. Primary data takes the form of interviews with HR Heads from five companies, offering insights into the HR practices of organizations. The research aims to understand the essence and significance of HR practices, while also investigating the benefits these practices bring to organizations. This study provides valuable insights into HR practices and highlights their adaptive nature in various organizational contexts. The analysis presented in this paper serves as a resource for HR professionals, managers, and researchers seeking to enhance their understanding of HR practices that drive organizational excellence. By critically assessing best practices, challenges, and emerging trends, this research contributes to the broader discussion on HR practices' impact on organizational success.
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Pak, Jongwook, Goo Hyeok Chung, and Huikun Chang. "Do high performance work systems improve individual outcomes? Differential effects of HR practices." Academy of Management Proceedings 2017, no. 1 (August 2017): 13351. http://dx.doi.org/10.5465/ambpp.2017.13351abstract.
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Gould-Williams, Julian Seymour, Ahmed Mostafa, and Paul Bottomley. "High Performance HR Practices & Employee Outcomes: Examining the Mediating Effect of PSM." Academy of Management Proceedings 2014, no. 1 (January 2014): 16599. http://dx.doi.org/10.5465/ambpp.2014.16599abstract.
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Lai, Yanqing, George Saridakis, and Stewart Johnstone. "Human resource practices, employee attitudes and small firm performance." International Small Business Journal: Researching Entrepreneurship 35, no. 4 (April 4, 2016): 470–94. http://dx.doi.org/10.1177/0266242616637415.
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This article uses the matched employee–employer dataset from the Workplace Employment Relations Study of 2011 (WERS2011) in Britain to empirically examine the direct relationship between human resource management (HRM) practices and small and medium-sized enterprise (SME) performance in the United Kingdom, as well as the potential moderating effect of organisational commitment/job satisfaction on the HRM-performance linkage. We find a positive and direct relationship between the use of certain formalised human resource (HR) practices and SME performance, measured by financial performance and labour productivity. More importantly, we find that the positive relationship between HR practices and financial performance varies between SMEs with high job satisfaction and low job satisfaction, and that the relationship is weakened in SMEs with high job satisfaction. The results suggest that certain HR policies and practices may improve small firm performance, especially within firms with low levels of commitment and satisfaction.
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WILSON KASULE, GEORGE. "Satisfaction with Human Resource Management Practices and Job Performance of Academic Staff in Public Universities in Uganda: A Case of Kyambogo University." Uganda Higher Education Review 10, no. 1 (December 20, 2022): 145–63. http://dx.doi.org/10.58653/nche.v10i1.09.
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The quality of job performance of employees, regardless of context, cannot be any better than the quality of Human Resource Management Practices (HRMPs) at the place of work. This cross-sectional survey study provides insights regarding the relationship between satisfaction with HRMPs and the job performance of academic staff in public universities in Uganda. The study comprised a sample of 198 from a population of 406 full-time academic staff of Kyambogo University. Data was collected using a questionnaire and analysed using SPSS for descriptive analysis and SmartPLS for Structural Equation Modelling (SEM). Descriptive results showed that teaching performance was high while research and publication and community service performance were moderate. The results revealed that satisfaction with placement, development, engagement and talent retention HRMPs was moderate while satisfaction with human resource (HR) recruitment was slightly high. Overall, job performance was high while satisfaction with HRMPs was moderate. SEM revealed that while HR recruitment practices and placement had a positive significant influence on job performance, the influence of HR development, retention and engagement practices was insignificant. It was concluded that high and moderate satisfaction of academic staff with HR recruitment and placement, respectively, is imperative for their job performance. However, moderate satisfaction with HR development, engagement and talent retention practices impedes job performance of academic staff. This study recommended that university managers should ensure that HR recruitment and placement practices implemented provide satisfaction to academic staff. University managers should also ensure that satisfying HR development, engagement and talent retention are designed and implemented.
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Taufik Supriyana Trisaputra and Innocentius Bernarto. "Analysis of Leadership, HR Practices, Organizational Agility, and Employee Performance at the Emergency Department of XYZ Hospital." Jurnal Manajemen 15, no. 1 (February 5, 2024): 128–46. http://dx.doi.org/10.32832/jm-uika.v15i1.15088.
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The Emergency Department (ED) is a complex unit with a dynamic environment characterized by rapid changes, high uncertainty, and many unforeseen possibilities. Therefore, hospitals need to implement appropriate Leadership and HR Practices to achieve Organizational Agility in the ED and improve employee performance to provide the best service to patients. This study aims to analyze Leadership, HR Practices, Organizational Agility, and Employee Performance in the ED unit of Seto Hasbadi Bekasi Hospital. The sampling technique used was a census with a sample size of 65 healthcare workers. The data analysis technique used in this study was Partial Least Square - Structural Equation Modeling (PLS-SEM) with SmartPLS software. The results showed that Leadership had a significant positive effect on HR Practices, but did not affect Organizational Agility and Employee Performance. HR Practices had a significant positive effect on Organizational Agility. HR Practices also had a significant positive effect on Employee Performance. Furthermore, Organizational Agility had a significant positive effect on Employee Performance. The management of Seto Hasbadi Bekasi Hospital has implemented good HR Practices, which has had a positive impact on the performance of healthcare workers in the ED. The maximum implementation of HR Practices will make the hospital agile, effective, and efficient in handling all conditions in the ED.
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Lun, Victor, Kelly A. Erdman, Tak S. Fung, and Raylene A. Reimer. "Dietary Supplementation Practices in Canadian High-Performance Athletes." International Journal of Sport Nutrition and Exercise Metabolism 22, no. 1 (February 2012): 31–37. http://dx.doi.org/10.1123/ijsnem.22.1.31.
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Dietary supplementation is a common practice in athletes with a desire to enhance performance, training, exercise recovery, and health. Supplementation habits of elite athletes in western Canada have been documented, but research is lacking on supplement use by athletes across Canada. The purpose of this descriptive study was to evaluate the dietary supplementation practices and perspectives of high-performance Canadian athletes affiliated with each of the country’s eight Canadian Sport Centres. Dietitians administered a validated survey to 440 athletes (63% women, 37% men; M =19.99 ± 5.20 yr) representing 34 sports who predominantly trained ≥16 hr/wk, most competing in “power” based sports. Within the previous 6 months, 87% declared having taken ≥3 dietary supplements, with sports drinks, multivitamin and mineral preparations, carbohydrate sports bars, protein powder, and meal-replacement products the most prevalent supplements reported. Primary sources of information on supplementation, supplementation justification, and preferred means of supplementation education were identified. Fifty-nine percent reported awareness of current World Anti-Doping Agency legislation, and 83% subjectively believed they were in compliance with such antidoping regulations. It was concluded that supplementation rates are not declining in Canada, current advisors on supplementation for this athletic population are not credible, and sports medicine physicians and dietitians need to consider proactive strategies to improve their influence on supplementation practices in these elite athletes.
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Wei, Yu-Chen, Tzu-Shian Han, and I.-Chieh Hsu. "High-performance HR practices and OCB: a cross-level investigation of a causal path." International Journal of Human Resource Management 21, no. 10 (August 2010): 1631–48. http://dx.doi.org/10.1080/09585192.2010.500487.
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Kim, Hyondong, and Kang Sung-Choon. "Strategic HR functions and firm performance: The moderating effects of high-involvement work practices." Asia Pacific Journal of Management 30, no. 1 (August 17, 2011): 91–113. http://dx.doi.org/10.1007/s10490-011-9264-6.
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Puntambekar, Aditya, and Dr Ananta Geetey Uppal. "A STUDY OF THE IMPACT OF HR PRACTICES ON EMPLOYEES’ JOB PERFORMANCE." BSSS Journal of Management 13, no. 1 (June 30, 2022): 131–50. http://dx.doi.org/10.51767/jm1311.
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There is an increasing body of research that demonstrates which methods of human resource management contribute to high performance and which methods lead to high commitment, in addition to numerous assessments of the success of real organisations. It is not quite apparent, however, whether or not this relationship really does exist. This line of inquiry highlights the need of enhancing both our theoretical and analytic frameworks so that we can provide a plausible explanation for the existence of this link. The primary aspects of human resource management are the characteristics and behaviour of organisational performance, the connection between HRM and performance, the prudent use of selected lists of HR practices, and the consideration given to HR-related relationships. A model is offered in order to facilitate a deeper comprehension of these interrelationships. We take a broad look at the existing research on human resource management (HRM) and performance as part of our study. Our goal is to pinpoint any areas in which our knowledge is lacking and to use this information to direct future research.
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Domínguez-Falcón, Carmen, Josefa D. Martín-Santana, and Petra De Saá-Pérez. "Human resources management and performance in the hotel industry." International Journal of Contemporary Hospitality Management 28, no. 3 (March 21, 2016): 490–515. http://dx.doi.org/10.1108/ijchm-08-2014-0386.
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Purpose The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors. Design/methodology/approach An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain). Findings The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results. Practical implications This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results. Originality/value This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.
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Kataria, Aakanksha, Pooja Garg, and Renu Rastogi. "Do high-performance HR practices augment OCBs? The role of psychological climate and work engagement." International Journal of Productivity and Performance Management 68, no. 6 (July 8, 2019): 1057–77. http://dx.doi.org/10.1108/ijppm-02-2018-0057.
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Purpose The purpose of this paper is to explore the relationship between high-performance HR practices (HPHRPs), psychological climate (PC), work engagement (WE) and organizational citizenship behaviors (OCBs) among IT professionals. This study further intends to provide a framework to understand and predict factors affecting organizational citizenship performance in the Indian IT sector. Design/methodology/approach The analysis is based on a sample of 464 IT employees working in 29 information-intensive global organizations, and the statistical method employed is structural equation modeling. Findings The results of the present study demonstrated the significance of employees’ perceptions of PC through which HPHRPs can boost employees’ WE, which, in turn, has come out to be the principal mechanism through which HPHRPs and PC have impact on OCBs. Research limitations/implications The results have established a platform where HR managers can be motivated to open up new avenues to employees where they can be psychologically involved in work roles and feel highly motivated to bring their good spirits at the workplace in order to benefit the organization at large. Originality/value This research explores the changing dynamics of Indian business scenario in the IT context. IT professionals may perceive and react differently to the HR system in the organization and have higher expectations of congenial working conditions that enhance their capability to employ personal skills and resources in the realization of organizational goals. Thus, the study tries to tap their experiences and perceptions and map their performances in the organization.
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Abugre, James Baba, and David Nasere. "Do high-performance work systems mediate the relationship between HR practices and employee performance in multinational corporations (MNCs) in developing economies?" African Journal of Economic and Management Studies 11, no. 4 (March 25, 2020): 541–57. http://dx.doi.org/10.1108/ajems-01-2019-0028.
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PurposeThe purpose of this paper is to examine the mediating role of job involvement as high-performance work system (HPWS) on the relationship between human resource (HR) practices and employee performance in multinational corporations (MNCs) in developing economies using Ghana as a case study.Design/methodology/approachUsing questionnaires to collect data from 317 employees and ten MNCs in Ghana, structural equation modeling (SEM), multiple regression and bootstrapping analysis were used to analyze the data.FindingsThe results showed that an HPWS proxy as job involvement fully mediates the relationship between HR practices and employee performance. The findings also showed that training and development and compensation and reward have a significant and direct positive effect on employee performance.Practical implicationsThis paper provides a practical guide to management and corporations on the significance of training and compensation on employee performance in MNCs. The study, therefore, recommends managers of firms and corporations to take a serious look at their HR practices and institute an HPWS, which can positively improve both corporate and employee performance.Originality/valueThis paper enhances our understanding of micro-level HPWS in the form of job involvement as a positive mediator between training and development and employee performance on the one hand, and between compensation and reward and employee performance on the other hand in work organizations in a less-studied context.
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Shaffer, Jonathan, and Todd Darnold. "HR practices and counterproductive behaviors: a meta-ethnographic study." Journal of Managerial Psychology 35, no. 7/8 (September 14, 2020): 589–602. http://dx.doi.org/10.1108/jmp-02-2020-0062.
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PurposeDrawing on the resource-based view (RBV) of the firm and the norm of reciprocity, this paper examines the relationship between high-performance human resources practices (HPHRPs) and employee counterproductive work behavior (CWB), and whether HPHRP interact with coercive control systems to predict these outcomes.Design/methodology/approachUsing meta-ethnographic data collected from 149 organizational ethnographies, the authors test the hypotheses that (a) HPHRP are negatively related to CWB and (b) HPHRP and coercive control interact such that the relationship between HPHRP and CWB is weaker when coercive control is high.FindingsThe analysis finds that HPHRP and coercive control interacted such that HPHRP was negatively associated with CWB, but only when coercive control was low. When coercive control was high, the relationship between HPHRP was negated.Practical implicationsThe results suggest that HPHRP are negatively related to counterproductive behaviors; but when coercive control systems are strong, the potential benefits of HPHRP in terms of reducing CWB may be lost.Originality/valueThis study examines the relationship between HPHRP and a comprehensive set of CWB. By examining the interaction between HPHRP and coercive control, the authors add to literature demonstrating that the effects of HPHRP may be dependent on an organization’s operational strategy. Finally, our use of meta-ethnographic data offers a methodological approach that may increase the generalizability of our findings.
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Wei, Yu-Chen. "Do employees high in general human capital tend to have higher turnover intention? The moderating role of high-performance HR practices and P-O fit." Personnel Review 44, no. 5 (August 3, 2015): 739–56. http://dx.doi.org/10.1108/pr-07-2013-0137.
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Purpose – The purpose of this paper is to examine how high-performance HR practices and person-organization fit (P-O fit) affect general human capital and turnover intention. The author introduce and test a multilevel model to measure the relationship. Design/methodology/approach – A longitudinal research study was conducted using survey data collected from 456 engineers and their immediate supervisors in 31 Taiwanese high-technology companies. Findings – The findings show: first, general human capital can positively predict turnover intention. Second, the P-O fit moderates the positive relationship between general human capital and turnover intention since the stronger the P-O fit, the weaker this relationship. Third, the P-O fit can negatively predict turnover intention. Fourth, high-performance HR practices are positively related to general human capital and weaken the relationship between general human capital and turnover intention. Practical implications – Companies should ensure employees are a good match with their organizations to reduce the negative impact of the loss of talented employees on the organization. In addition, organizations should build HR systems that attract and retain outstanding employees. Originality/value – This study integrates a strategic perspective and a person-environment fit perspective to understand the impact of general human capital on individual leaving attitudes. This paper contributes to the literature because, to the author’s knowledge, it is the first study to examine the effects of high-performance HR practices and P-O fit on talented employee retention.
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Lin, Yaqing, Shuming Zhao, and Na Li. "A study of network-building HR practices for TMT, strategic flexibility and firm performance." Nankai Business Review International 5, no. 1 (February 25, 2014): 95–114. http://dx.doi.org/10.1108/nbri-01-2014-0001.
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Purpose – The purpose of this study is to introduce strategic flexibility as an important dynamic capability into the field of strategic human resource management (SHRM) and explore its mediating role between network-building HR practices for top management team (TMT) and firm performance. Moreover, based on the context of transition economy in China, the authors examine environmental uncertainty as a moderator in these relationships and empirically test the questions above. Design/methodology/approach – The authors have conducted questionnaire surveys on 780 top managers in 390 companies mainly located in Beijing, Tianjin, Shanghai, Jiangsu and Zhejiang and finally received 241 valid samples. Findings – The results show that network-building HR practices have positive effects on firm performance and strategic flexibility plays a fully mediating role between them. In addition, environmental uncertainty moderates the relationship between network-building HR practices for TMT and strategic flexibility, while it has no moderating effect in the relationship between strategic flexibility and firm performance. Originality/value – These conclusions have important implications for the development and application of SHRM in dynamic environments. Theoretically, the authors enrich the functions of network-building HR practices for TMT and provide the evidence to advocate the development of the innovative HR practices in China. In terms of the practical implications of the study, it is argued that network-building HR practices for TMT and strategic flexibility can help firms to deal with uncertainty and achieve high performance, which provides constructive guidance in the development of enterprises in the China's transition economy.
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Do, Hoa, Pawan Budhwar, and Charmi Patel. "High-performance work system practices in Vietnam: a study of managers’ perceptions." Journal of Organizational Effectiveness: People and Performance 6, no. 3 (September 2, 2019): 145–60. http://dx.doi.org/10.1108/joepp-07-2018-0048.
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Purpose The purpose of this paper is to explore the effects of high-performance work systems (HPWS) on the performance of Vietnamese firms. It teases out the antecedents and effects of managers’ beliefs about why HPWS exist and are adopted within their firms, and also what effects HPWS practices have on their firm’s performance. Design/methodology/approach The authors adopt a longitudinal design to provide insights into why and how HPWS are shaped and diffused, and also how they convert the inputs into outputs such as HR outcomes, firm innovation and performance, based on a sample of 17 in-depth interviewees who were CEOs, HR managers, general managers in 17 Vietnamese service firms. Findings Results demonstrate that HPWS can impact both employee outcomes (e.g. employee attitudes, behaviours and productivity), and firm performance (e.g. firm innovation, firm growth and profit growth). Practical implications The study underscores the importance of HPWS as a response to organizational change that can help deal with external pressures and provides evidence about how the HPWS-innovation relationship is established in the research context. Originality/value This is among the first study to extend some aspects of institutional theory to understand the context of how and why HPWS are shaped and executed to respond to environmental pressures. It underscores the importance of HPWS as a response to organizational change that can help deal with external pressures, thereby serving as a leading step to yield meaningful outcomes with respect to the advancement of this research stream.
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Fizza, Syeda. "Impact of Skill Enhancing HR Practices on Employee Performance; Moderating Role of Centralization." Jinnah Business Review 03, no. 01 (January 1, 2015): 29–35. http://dx.doi.org/10.53369/exqw7985.
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Bundles of HR practices and job performance relationship is very essential to understand for any organization as better the job performance, better would be the organizational performance. The main purpose of this study was to explore the impact of skill enhancing bundle (training, effective recruitment and selection, effective job description) on employees’ job performance in the public sector tourism industry in Pakistan; to what extent skill-enhancing bundle would influence employees’ job performance when centralization is low or high in the organizational structure. The data was collected (using a questionnaire) from both supervisors and employees working in tourism corporations under provincial and federal government of Pakistan. The sample size was 222. The findings indicate that employees working in service organizations like that of tourism, that follow a centralized authority structure are more likely to exhibit lower job performance because of ineffective implementation of skill enhancing HR practices.
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Siddique, Muhammad, Stephen Procter, and Jody Hoffer Gittell. "The role of relational coordination in the relationship between high-performance work systems (HPWS) and organizational performance." Journal of Organizational Effectiveness: People and Performance 6, no. 4 (December 2, 2019): 246–66. http://dx.doi.org/10.1108/joepp-04-2018-0029.
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Purpose The purpose of this paper is to look at the role relational coordination might play in understanding the relationship between high-performance work systems (HPWS) and organizational performance. Design/methodology/approach Research was conducted in a large financial services provider in Pakistan. Across 120 branches of the bank, data on relational coordination and on the practices making up HPWS were obtained from employees by means of a questionnaire survey. Data on branch-level performance were obtained independently of this, from the bank itself. Findings Analysis shows relational coordination to be a mediating variable between HPWS and branch performance. Relational coordination is also a mediating variable for each of the three component parts of HPWS: ability-enhancing, motivation-enhancing and opportunity-enhancing HR practices. Practical implications These results have important implications from two points of view. From the point of view of relational coordination, they show how the concept might apply in a previously under-researched sector, and also how relational coordination might act as a mediator for HR practices other than those aimed directly at enhancing employee opportunities. Breaking down HPWS into its component parts suggests that individual employee ability and motivation might also play a role. Originality/value This suggests that the ability-motivation-opportunity model needs to place greater emphasis on opportunity, and also that more account needs to be taken of the structural aspect of work – in particular, the degree of interdependence.
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Jeong, Dae Yong, and Myungweon Choi. "The impact of high-performance work systems on firm performance: The moderating effects of the human resource function’s influence." Journal of Management & Organization 22, no. 3 (September 28, 2015): 328–48. http://dx.doi.org/10.1017/jmo.2015.38.
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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.
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Jacob, SC, J. Manalel, and MC Minimol. "Service quality in the healthcare sector: do human resource management practices matter?" British Journal of Healthcare Management 26, no. 2 (February 2, 2020): 1–9. http://dx.doi.org/10.12968/bjhc.2019.0009.
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Background/aims Service quality in hospitals is determined by the quality of staff interactions with patients. Human resource (HR) management practices play a significant role in the recruitment and retention of high calibre hospital staff. This study aimed to investigate how HR management practices affect employees' performance-related outcomes, such as their commitment to delivering a good standard of care and their perceptions of the quality of service that their hospital provides. Methods An integrated causal model was designed and tested by surveying the staff of hospitals in India. A total of 1236 usable response sets were analysed through structural equation modelling to test the relationships between HR management practices and employee performance-related outcomes. Results All but two of the relationships described by the model were found to be significant. The relationship between employees' commitment to their organisation and their perceptions of the service's quality and the relationship between HR management practices and employee commitment to delivering good service quality were found to be non-significant. Conclusion The integrated causal model could help healthcare managers to identify and strategically plan HR management practices to target desired employee performance-related outcomes in the hospital sector.
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Ahmad, Mansoor, Matthew M. C. Allen, Muhammad Mustafa Raziq, and Wali ur Rehman. "Converging HRM practices? A comparison of high performance work system practices in MNC subsidiaries and domestic firms in Pakistan." Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 931–48. http://dx.doi.org/10.1108/er-01-2018-0021.
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Purpose Existing work on convergence/divergence among HRM practices in MNCs and local firms mainly focuses on Europe and the USA. Limited research examines these organizations in Pakistan, hindering our understanding of what policies MNCs are likely to adopt there as well as the extent of any differences between HRM in MNC subsidiaries and local firms. The purpose of this paper is to examine the similarities and differences between the HRM practices of MNC subsidiaries and domestic firms to assess if there is evidence for convergence or divergence. Design/methodology/approach The authors targeted MNC subsidiaries and domestically owned firms working in the banking, information technology and pharmaceutical sectors in Pakistan. These sectors have enjoyed a steady inflow of foreign direct investment and have a sizeable number of MNC subsidiaries. Out of 1,081 companies, some 392 participated in a face-to-face survey (response rate of 36.4 percent). The authors ran a series of binary logistic regression models to test the hypothesized relationships between HR practices and nationality of ownership. Findings The authors reveal that a small minority of both types of firm use some practices, such as high compensation contingent on performance and performance review, appraisal and career development. However, domestic firms use some practices, such as extensive training, performance appraisals and performance-related pay significantly less than their multinational counterparts. The authors argue that these differences reflect institutional influences in Pakistan as well as a potential opportunity for local firms to change their HRM practices. In other areas, such as recruitment and employee involvement, there are no differences between the two groups. Originality/value The authors deepen our understanding of the types of HR practices that local companies in an emerging economy are likely to adopt as well as those that they are unlikely to adopt. Existing research has tended to downplay HRM in Pakistan and the different use of individual HRM practices among MNC subsidiaries and local firms. This research reveals that some companies in Pakistan have sophisticated HRM practices in place in some areas; however, MNC subsidiaries make greater use of some HR practices, reflecting different cultural norms between the two groups.
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Macduffie, John Paul. "Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry." ILR Review 48, no. 2 (January 1995): 197–221. http://dx.doi.org/10.1177/001979399504800201.
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Using a unique international data set from a 1989–90 survey of 62 automotive assembly plants, the author tests two hypotheses: that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent HR “bundle” or system; and that these HR bundles contribute most to assembly plant productivity and quality when they are integrated with manufacturing policies under the “organizational logic” of a flexible production system. Analysis of the survey data, which tests three indices representing distinct bundles of human resource and manufacturing practices, supports both hypotheses. Flexible production plants with team-based work systems, “high-commitment” HR practices (such as contingent compensation and extensive training), and low inventory and repair buffers consistently outperformed mass production plants. Variables capturing two-way and three-way interactions among the bundles of practices are even better predictors of performance, supporting the integration hypothesis.
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Noopur, N. A. "High involvement HR practices as a precursor to innovation performance: a study of Indian IT firms." International Journal of Business Excellence 24, no. 2 (2021): 227. http://dx.doi.org/10.1504/ijbex.2021.115748.
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Latorre, Felisa, David Guest, José Ramos, and Francisco J. Gracia. "High commitment HR practices, the employment relationship and job performance: A test of a mediation model." European Management Journal 34, no. 4 (August 2016): 328–37. http://dx.doi.org/10.1016/j.emj.2016.05.005.
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Kim, Hyondong, and Sung-Choon Kang. "Erratum to: Strategic HR functions and firm performance: The moderating effects of high-involvement work practices." Asia Pacific Journal of Management 30, no. 1 (September 6, 2011): 317. http://dx.doi.org/10.1007/s10490-011-9270-8.
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Hai, Shenyang, Kai Wu, In-Jo Park, Yongxin Li, Quan Chang, and Yating Tang. "The role of perceived high-performance HR practices and transformational leadership on employee engagement and citizenship behaviors." Journal of Managerial Psychology 35, no. 6 (August 10, 2020): 513–26. http://dx.doi.org/10.1108/jmp-03-2019-0139.
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PurposeThe purpose of this study is to investigate the impact of high-performance (HP) human resource (HR) practices on employee job engagement and organizational citizenship behavior (OCB) and the moderating effects of transformational leadership.Design/methodology/approachA sample of 268 employees from the US and a sample of 288 employees from South Korea (SK) were used for examining the hypotheses.FindingsThe results illustrated that high-performance HR practices (HPHRP) significantly predicted employee job engagement and OCB in SK. Transformational leadership was found to moderate the associations of HPHRP with employee job engagement and OCB in SK, while in the US, transformational leadership only moderated the relationship between HPHRP and OCB.Practical implicationsTransformational leaders reinforce the quality of the employee–organization relationship and strengthen the impact of HPHRP on employees' positive work-related behaviors.Originality/valueThis study contributes to the understanding of employees' organizational behavior as exploring the relationships of HPHRP, transformational leadership, job engagement and OCB.
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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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Madhani, Pankaj M. "The “High-Road” Approach to Compensation and Benefits Practices." International Journal of Applied Management Sciences and Engineering 9, no. 1 (January 2022): 1–21. http://dx.doi.org/10.4018/ijamse.286179.
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High-road approach organizations deploy commitment-based / high performance working HRM systems and see employees as a sales driver rather than a cost driver They have a long-term perspective and make more investment in their HR by paying them above the industry average and implement policies and practices that focus on employee engagement, satisfaction, and service orientation to enhance organizational performance. This research views compensation and benefits practices through the lens of a high-road approach and provides various frameworks to emphasize the role of the high-road approach in enhancing employee commitment, engagement, loyalty, productivity, and retention thus, leading to healthier organizational growth. The research provides various illustrations to explain how companies have initiated a high-road approach to compensation and benefits practices and improved their overall performance. Research also discusses the barriers to high-road approach adoption and identifies prerequisites for its successful implementation.
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Yang, Jaewan, and Joon Yeol Lew. "Implementing Sustainable Human Resources Practices: Leadership Style Matters." Sustainability 12, no. 5 (February 27, 2020): 1794. http://dx.doi.org/10.3390/su12051794.
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Findings of a positive relationship between high-performance work systems (HPWSs) and organizational performance indicate that an investment in a set of well-configured HR practices can promote strategic organizational goals. However, recent strategic human resource management (SHRM) research indicates that the positive link between HPWSs and performance might not hold universally across organizations because of poor implementation of the adopted HR systems. Drawing on leadership literature, we address this implementation problem by focusing on the moderating effect of frontline managers’ three leadership styles on the association between HPWSs and employees’ perceived support for innovation. Data collected in mainland China (429 employees on 66 work teams in 14 firms) showed that some leadership styles had significant moderating effects on that association and, subsequently, on team effectiveness. The findings contribute to the SHRM literature by demonstrating the importance of frontline managers’ leadership styles in the effective implementation of HPWSs to promote organizational innovation and team effectiveness.