4,121 research outputs found

    Do "High Performance" Work Practices Improve Establishment-Level Outcomes?

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    Interest in the potential effects of different systems for organizing work and managing employees on the performance of organizations has a long history in the social sciences. The interest in economics, arguably more recent, reflects a general concern about the sources of competitiveness in organizations. A number of methodological problems have confronted previous attempts to examine the relationship between work practices and the performance of firms. Among the most intractable has been a concern about establishing causation given heterogeneity biases in what have typically been cross-sectional data. The results from prior literature are suggestive of important productivity effects but remain inconclusive. To address the major methodological problems we use a national probability sample of establishments, measures of work practices and performance that are comparable across organizations, and most importantly a unique longitudinal design incorporating data from a period prior to the advent of high performance work practices. Our results suggest that work practices that transfer power to employees, often described as statistical case is weak. However, we also find that these work practices on average raise labor costs per employee. The net result is no apparent effect on efficiency, a measure that combines labor costs and labor productivity. While these results do not appear to be consistent with the view that such practices are good for employers, neither do they suggest that such practices harm employers. They are, however, consistent with the view that these practices raise average compensation and hence may be good for employees. Overall, then, the evidence suggests that firms can choose raise employee compensation without necessarily harming their competitiveness.

    High performance work practices and organizational performance in Pakistan

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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. Keywords Employee productivity, Employee involvement, Human resource management, Employee turnover Paper type Research pape

    High Performance Work Practices and Employee Voice: A Comparison of Japanese and Korean Workers

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    Using a unique new cross-national survey of Japanese and Korean workers, we report the first systematic evidence on the effects on employee voice of High Performance Work Practices (HPWPs) from the two economies which are noted for the wide use of HPWPs. We find for both nations that: (i) workers in firms with HPWPs aimed at creating opportunities for employees to get involved (such as shopfloor committees and small group activities) are indeed more likely to have stronger senses of influence and voice on shopfloor decision making than other workers; (ii) workers whose pay is tied to firm performance are more likely to have a stake in firm performance and hence demand such influence and voice; and (iii) consequently workers in firms with HPWPs are more likely to make frequent suggestions for productivity increase and quality improvement. As such, this paper contributes to a small yet growing new empirical literature which tries to understand the actual process and mechanism through which HPWPs lead to better enterprise performance.high performance work practices, employee voice, Japan, Korea

    Women's participation in high performance work practices: a comparative analysis of Portugal and Spain

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    High-performance work systems (HPWS) can be seen as a set of new forms of work organization combined with flexible human resources (HR) practices that enhance organizational performance through employee involvement and empowerment. Although in the past two decades much research has been conducted on the effects that high-performance work practices can have on organizations, there is still much to know about the ideal conditions for the adoption of such practices. According to some research, there are organizational and employees’ determinants that can influence the adoption of high-performance work practices. On the other hand, gender, as an employee characteristic has not been much considered. However, according to the literature, female employees may be less likely to participate in HPWS (Heywood & Jirjahn, 2002). Women tend to have a greater need for flexible working conditions, such as part-time jobs or flexibility between work and home. This can lead to shorter tenure and less complex tasks, but also to more individualized job functions, which mean that workers with these kind of profile have less probability of making part of teams, a fundamental feature of HPWS. The main goal of this paper is to understand how employees’ characteristics can influence the adoption of high-performance work practices. Specifically, it will be given special attention to gender as a potential determinant of participation in HPWS. To accomplish this goal, we frame the debate in recent research on HPWS that include employees’ characteristics and then follow to an analysis of Portugal and Spain, using data from the European Working Conditions Survey (EWCS).Work organization; high-performance work practices; gender; Portugal; Spain

    High-Performance Work Practices: A Case Study Using the Phenomenological Approach

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    The fast-paced work environment that exists today requires organizations to adapt quickly in order to sustain high performance. Research suggests that the use of high-performance work practices (HPWPs) in human resource management is a possible way to increase performance. As the United States Air Force continues to face decreasing budgets, possible fixes such as the use of HPWPs may be considered. This research used a phenomenological approach to collect data from civil engineer controllers throughout the Air Force about their experiences and perceptions. The purpose of the study was to investigate whether current human resource practices are potentially contributing to the perceptions of controllers. The results were analyzed and coded into overall themes. These collected data were compared to models of HPWPs to identify which practices could be altered to possibly increase performance. There were five key findings from this research. Controllers felt that there were too few senior leaders in the career field, there was an unawareness of their role by other squadron members, there was inconsistent employment and recognition of controllers, they needed advanced training, and there was a lack of standardized guidance

    High performance work practices and project manager turnover in IT projects

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    The focus of this study is to present how high performance work practices (HPWPs) can be used to prevent, manage or sort out the replacement of project manager (RPM) in IT projects. HRM has secured its role as an important factor affecting organizational performance, and thus it can be assumed that it also plays a part in project performance. The project manager has a key role when it comes to project success and so it is vital to analyse what can lead to RPM and what effects it might have on project performance. The idea behind the emphasis of this study is that the two well known fields of strategic HR and project management can be combined to mitigate the negative impacts of the common but less researched phenomenon of RPM. The study is based on qualitative research. A group interview was conducted with HR and project management professionals in a large Finnish IT sector organization to find out whether HPWPs are already used in the context of RPM. With an extensive literature review as the backbone, the interview was used to gather empirical data on the phenomenon. In addition to providing an overview on the theoretical frameworks of HPWPs and IT project management, this study shows how, through the use of HPWPs, RPM could be prevented, managed or sorted out. The gathered data provides real life examples and suggests ways to deal with different scenarios related to RPM.fi=Opinnäytetyö kokotekstinä PDF-muodossa.|en=Thesis fulltext in PDF format.|sv=Lärdomsprov tillgängligt som fulltext i PDF-format

    Configurational Effects of Pre-Recession High Performance Work Practices on Post-Recession Performance in the UK Service Sector

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    This developmental paper examines the role of skills-based contingencies in the UK service sector (i.e., the service sector segment within which the organisation operates and workforce differentiation within organisations) that may influence pre-recession adoption of High Performance Work Practices (HPWPs) and the extent to which different bundles of HPWPs improve post-recession organisational performance over time. The study is informed by the Workplace Employment Relations Surveys (WERS), which provides panel data from 812 UK service sector organisations. Preliminary findings show that ability- and motivation-enhancing practices are of particular importance for improving service quality for organisations that rely on low-skilled work. The study highlights the role of skills-based contingencies that are relevant for skills demand and utilisation in the service sector as significant precursors of HPWP adoption

    Assessment of Coordination Between Units in Hospital by High Performance Work Practices

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    The survey about coordination in hospital showed that the coordinaton between units have low score including the lack of communication and problem solving between units. The objectives of this study is to describe coordination in hospital considered by high performance practices that consist of 5 items : selection for cross-functional teamwork, rewards for cross-functional teamwork, cross-functional teamwork conflict resolution, cross-functional meetings, and cross-functional boundary spanner. This research is descriptive study using cross sectional design. Samples or respondents are 16, selected using purposive sampling according to the units which their function and job still related with the medical service in the hospital. The result showed that there are a specific criteria to select their employee. The most responden said that education level is the most important criteria for the selection. There is a reward for the best employee those are trophy and some money given to the best employee and the best group of the months. There is conflict resolution through the meeting with the supervisor and director to discuss their problems. There is functional meeting that is weekly report, and there is boundary spanner to coordinated with the other unit if they have problems. This study conclude that coordination in hospital can complete four items of performance work practice, but aspect cross-functional meetings still not working properly. Therefore, it needs to be repaired because this meeting is important to discuss about development of the medical service in this hospital

    Exploring the Impact of Collective Bargaining Agreements on High Performance Work Practices

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    The purpose of this multiple case study was to explore how collective bargaining agreements (CBA) hindered or enabled managers from creating and sustaining high performance work practices (HPWP).https://scholarworks.waldenu.edu/current/1013/thumbnail.jp

    HIGH PERFORMANCE WORK PRACTICES: INVESTIGATING FOUR PERSPECTIVES ON THEIR EMPLOYEE-LEVEL IMPACTS SIMULTANEOUSLY

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    ABSTRACT This thesis has examined simultaneously two key debates of the High Performance Work Practices (HPWP) literature. The first debate, entitled ‘the integrationist and isolationist perspectives of HPWP’, looks at two methods of operationalizing HPWP. In the integrationist perspective, innovative Human Resource Management (HRM) practices are presumed to have mutually supportive properties such that when used together in a coherent manner, they may accrue far-reaching benefits for the organization and employees. By contrast, the isolationist perspective argues that individual HRM practices have unique independent properties and produce varying degrees of effects on outcomes. The second debate, entitled ‘the mutual gains versus the critical perspectives of HPWP’, looks at the employee-level implications of adopting HPWP. In the mutual gains perspective, HPWP are thought to promote desirable employee attitudes and well-being together with their beneficial effects on organizational growth and effectiveness. The critical perspective, on the other hand, assumes that the benefits associated with HPWP may be offset by increases in work intensification and the transfer of more work responsibilities to employees. These two debates have been investigated via two empirical studies. The first study was undertaken to examine the tenets of the two HPWP debates without consideration of sector-specific characteristics, whereas the second study was undertaken to highlight the role of sector-specific characteristics in explaining the employee-level implications of HPWP. Together, both studies provide a framework for determining the extent to which HPWP outcomes are generalizable across organizational settings. The results of both studies show that HPWP produce varying independent effects on employee-level outcomes, and work intensification may explain the intermediary processes underlying some of these effects. The results also indicate that HPWP have mutually supportive properties, and produce beneficial integrated influences on employee attitudes and well-being. However, when the independent iv and integrated effects of HPWP were examined simultaneously, the independent effects of HPWP accounted for variance in employee attitudes and well-being over and above the integrated effects of HPWP
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