SHAPING HIGH-PERFORMANCE WORK SYSTEMS THROUGH HRM PRACTICES
DOI:
https://doi.org/10.12775/JPM.2015.020Keywords
high-performance work systems, organizational performance, human resource management practicesAbstract
Purpose: The analysis of the meaning of HPWS practices for employee and the identification of the positive human resource management practices essential for high performance work systems.
Methodology: Literature review.
Findings: Many research show that the HPWP implementation yields results in the form of increased productivity, increased in efficiency and benefits. There are many examples of the relationship between HPWS and various aspects of the functioning of the organization. In the debate on HPWS meaning for employee well-being there has been a polarization of opinions, some researchers have an enthusiastic attitude to the model, some are highly critical. Some aspects related to the system transformation decrease employee’s well-being and job satisfaction, some conversely, have a good effect on both dimensions. The effect is additionally conditioned by the status of the employee.
Implications for practice: In order to boost the efficiency of the organization through HPWS, the system and the practice of HRM should be individually designed relevant to the company conditions in acceptable to the organization and feasible way, and then it should be implemented in accordance with the adopted assumptions.References
Anderson-Connolly, R., Grunberg, L., Greenberg, E. S., Moore, S. (2002), “Is lean mean? Workplace transformation and employee well-being”, Work, Employment and Society, Vol. 16 No. 3, pp. 389-413. DOI: http://dx.doi.org/10.1177/095001702762217407
Appelbaum, E., Bailey, T., Berg, P., Kalleberg, A. (2000), Manufacturing Advantage: Why High-Performance Work Systems Pay Off, ILR Press, Ithaca.
Arthur, J. B. (1994), “Effects of human resource systems on manufacturing performance and turnover”, Academy of Management Journal, Vol. 37 No. 3, pp. 670-687.
Ashton, D., Sung, J. (2002), Supporting workplace learning for high performance working, International Labour Office, Geneva.
Bailey, T., Berg, P., Sandy, C. (2001), “The effect of high-performance work practices on employee earnings in the steel, apparel and medical electronics and imaging industries’”, Industrial and Labor Relations Review, Vol. 54 No. 2A, pp. 525-543.
Batt, R. (2002), “Managing customer services: human resource practices, quit rates, and sales growth”, Academy of Management Journal, Vol. 45 No. 3, pp. 587-597. DOI: http://dx.doi.org/10.2307/3069383
Bauer, T. (2004), “High performance workplace practices and job satisfaction: evidence from Europe”, Discussion Paper No. 1265, Institute for the Study of Labor (IZA).
Bohlander, G. W., Snell, S. (2004), Managing human resources (13th ed.), OH: Thomson/ South-Western, Mason.
Burton, M. D., O’Reilly, C. (2004), “Walking the Talk: The Impact of High Commitment Values and Practices on Technology Start-ups”, available at: http://works.bepress. com/m_diane_burton/4 (accessed 12 September 2015).
Camps, J., Luna-Arocas, R. (2012), “A Matter of Learning: How Human Resources Affect Organizational Performance”, British Journal of Management, Vol. 23 No. 1, pp. 1-21.
Carlson, D. S., Upton, N., Seaman, S. (2006), “The impact of human resource practices and compensation design on performance: An analysis of family-owned firms”, Journal of Small Business Management, Vol. 44 No. 4, pp. 531-543. DOI: http://dx.doi. org/10.1111/j.1540-627X.2006.00188.x
Chi, N., Lin, C. (2011), “Beyond the High-Performance Paradigm: Exploring the Curvilinear Relationship between High-Performance Work Systems and Organizational Performance in Taiwanese Manufacturing Firms”, British Journal of Industrial Relations, Vol. 49 No. 3, pp. 486-514. DOI: http://dx.doi.org/10.1111/j.1467-8543.201 0.00778.x
Combs, J., Liu, Y., Hall, A., Ketchen, D. (2006), “How much do high-performance work practices matter? A meta-analysis of their effect on organizational performance”, Personnel Psychology, Vol. 59 No. 3, pp. 501-528. DOI: http://dx.doi.org/10.1111/j.1744-6570.2006.00045.x
Danford, A. (2003), “Workers, unions and the high performance workplace”, Work, Employment and Society, Vol. 17 No. 3, pp. 569-587.
Datta, D. K., Guthrie, J. P., Wright, P. M. (2005), “Human resource management and labor productivity: does industry matter?”, Academy of Management Journal, Vol. 48 No. 1, pp. 135-145. DOI: http://dx.doi.org/10.5465/AMJ.2005.15993158
Delaney, J. T., Huselid, M. A. (1996), “The Impact of Human Resource Practices on Perceptions of Organizational Performance”, Academy of Management Journal, Vol. 39 No. 4, pp. 949-969. DOI: http://dx.doi.org/10.2307/256718
Evans, R., Davis, W. (2005), “High-performance work systems and organizational performance: the mediating role of internal social structure”, Journal of Management, Vol. 31 No. 5, pp. 758-775. DOI: http://dx.doi.org/10.1177/0149206305279370
Farris, D., Tohyama, H. (2002), “Productive efficiency and the lean production system in Japan and the United States”, Economic and Industrial Democracy, Vol. 23 No. 4, pp. 529-554. DOI: http://dx.doi.org/10.1177/0143831X02234004
Gephart, M. A., Van Buren, M. E. (1996), “Building synergy: The power of high performance work systems”, Training and Development, Vol. 50 No. 10, pp. 21-36.
Godard, J. (2001), “High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work”, Industrial and Labor Relations Review, Vol. 54 No. 4, pp. 776-805. DOI: http://dx.doi.org/10.2307/2696112
Godard, J. (2004), “A critical assessment of the high-performance paradigm”, British Journal of Industrial Relations, Vol. 42 No. 2, pp. 349-378. DOI: http://dx.doi.org/10.1111/j.1467-8543.2004.00318.x
Guest, D., Michie, J., Conway, N., Scheehan, M. (2003), “Human resource management and corporate performance in the UK”, British Journal of Management, Vol. 41 No. 2, pp. 291-314. DOI: http://dx.doi.org/10.1111/1467-8543.00273
Guthrie, J. P. (2001), “High-involvement work practices, turnover, and productivity: evidence from New Zealand”, Academy of Management Journal, Vol. 44 No. 1, pp. 180-191. DOI: http://dx.doi.org/10.2307/3069345
Hayton, J. C. (2005), “Promoting corporate entrepreneurship through human resource management practices: A review of empirical research”, Human Resource Management Review, Vol. 15 No. 1, pp. 21-41. DOI: http://dx.doi.org/10.1016/j.hrmr.2005.01.003
Hostager, T. J., Neil, T. C., Decker, R. L., Lorentz, R. D. (1998), “Seeing environmental opportunities: Effects of entrepreneurial ability, efficacy, motivation and desirability”, Journal of Organizational Change, Vol. 11 No. 1, pp. 11-25. DOI: http://dx.doi.org/10.1108/09534819810369536
Huselid, M. A. (1995), “The impact of human resource management practices on turnover, productivity, and corporate financial performance”, Academy of Management Journal, Vol. 38 No. 3, pp. 635-672. DOI: http://dx.doi.org/10.2307/256741
Lawler, E. E. (1992), The ultimate advantage: Creating the high involvement organization, Jossey-Bass, San Francisco.
Lee, J., Miller, D. (1999), “People matter: Commitment to employees, strategy and performance in Korean firms”, Strategic Management Journal, Vol. 20 No. 6, pp. 579-593. DOI:http://dx.doi.org/10.1002/(SICI)1097-0266(199906)20:6%3C579::AID-SMJ37%3E3.0.CO;2-C
MacDuffie, J. P. (1995), “Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry”, Industrial and Labor Relations Review, Vol. 48 No. 2, pp. 197-221. DOI: http://dx.doi.org/10.2307/2524483
Messersmith, J. G., Guthrie, J. P. (2010), “High Performance Work Systems In Emergent Organizations: Implications For Firm Performance”, Human Resource Management, Vol. 49 No. 2, pp. 241-264. DOI:http://dx.doi.org/10.1002/hrm.20342
Michie, J., Sheehan, M. (1999), “HRM practices, R&D expenditure and innovative investment: Evidence from the UK’s 1990 Workplace Industrial Relations Survey (WIRS)”, Industrial and Corporate Change, Vol. 8 No. 2, pp. 211-234.
Nadler, D. A., Gerstein, M. S., Shaw, R. B. (1992), Organizational architecture: Designs for changing organizations (1st ed.), Jossey-Bass, San Francisco.
Pfeffer, J. (1998), The Human Equation: Building Profits by Putting People First, Harvard Business School Press, Boston.
Rauch, A., Frese, M., Utsch, A. (2005), “Effects of human capital and long-term human resources development and utilization on employment growth of small-scale business: A causal analysis”, Entrepreneurship: Theory & Practice, Vol. 29 No. 6, pp. 681-698.
Shaw, J. D., Gupta, N., Delery, J. E. (2005), “Alternative conceptualizations of the relationship between voluntary turnover and organizational performance”, Academy of Management Journal, Vol. 48 No. 1, pp. 50-68.
Soutaris, V. (2002), “Firm-specific competencies determinin technological innovation: A survey in Greece”, R&D Management, Vol. 32 No. 1, pp. 61-77.
Tomer, J. (2001), “Understanding High-Performance Work Systems: the Joint Contribution of Economics and Human Resource Management”, The Journal of Socio-Economics, Vol. 30 No. 1, pp. 63-73. DOI: http://dx.doi.org/10.1016/S1053-5357(01)00093-2
Tregaskis, O., Daniels, K., Glover, L., Butler, P., Meyer, M. (2013), “High Performance Work Practices and Firm Performance: A Longitudinal Case Study”, British Journal of Ma nagement, Vol. 24 No. 2, pp. 225-244. DOI: http://dx.doi.org/10.1111/j.1467-8551.2011.00800.x
Way, S. (2002), “High performance work systems and intermediate indicators of firm performance within the US small business sector”, Journal of Management, Vol. 28 No. 6, pp. 765-785. DOI:http://dx.doi.org/10.1177/01490630202800604
Welbourne, T. M., Andrews, A. O. (1996), “Predicting the performance of initial public offerings: Should human resource management be in the equation?”, Academy of Management Journal, Vol. 39 No. 4, pp. 891-919. DOI: http://dx.doi.org/10.2307/256716
White, M., Hill, S., McGovern, P., Mills, C., Smeaton, D. (2003), “High-Performance Management Practices, Working Hours and Work-Life Balance”, British Journal of Industrial Relations, Vol. 41 No. 2, pp. 175-195. DOI: http://dx.doi.org/10.1111/1467-8543.00268
Downloads
Published
How to Cite
Issue
Section
License
Copyright
Articles submitted to the journal should not have been published before in their current or substantially similar form, or be under consideration for publication with another journal. Authors submitting articles for publication warrant that the work is not an infringement of any existing copyright and will indemnify the publisher against any breach of such warranty. For ease of dissemination and to ensure proper policing of use, papers and contributions become the legal copyright of the publisher unless otherwise agreed.
Plagiarism and ghostwriting
In response to the issue of plagiarism and ghostwriting the editors of the Journal of Positive Management has introduced the following rules to counteract these phenomena:
1. Contributors should be aware of their responsibility for a content of manuscripts.
2. Collective authors are obliged to reveal the contribution and an affiliation of each author (i.e. who is an author of specified part of a paper).
3. Any act of dishonesty will be denounced, the editors will inform appropriate institutions about the situation and give evidence of all cases of misconduct and unethical behaviour.
4. The editors may ask contributors for financial disclosure (i.e. contribution of specified institutions).
Stats
Number of views and downloads: 408
Number of citations: 0