Asian Journal of Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

An Organisational Analysis of High Performance Work Practices


Affiliations
1 Haryana School of Business, Guru Jambeshwar University of Science & Technology, Hisar, India
2 Oriental Insurance Company Limited, India
     

   Subscribe/Renew Journal


In this world obsessed with performance excellence, High Performance Work Practices has acquired a salutary distinction. High Performance Work System is a blend of theoretical models and practical approaches backed up with 'how, why, what and when to plan' for the organization. It is regarded as a totally win-win approach where employees and employers gain by simply modifying some of the existing procedures, mechanisms and systems. Thus in this light it is interesting to discuss the employees' perception regarding awareness, availability and effectiveness of HPWPs among manufacturing and service organisations. Here Hypothesis testing concluded significant perceptual differences in all three levels among two different type of organisation. Further segmentation of 35 HPWPs has been done using factor analysis and T-test has highlighted significance of differences in perception of employees for extracted factors among manufacturing and service organizations.

Keywords

High Performance Work Practices, High Performance Organizations, Organisations, Variations.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abraham, J.Y. and Knight, D.J. (2001), "Strategies Innovation: Leveraging Creative Action for More Profitable Growth", Strategy and Leadership, Vol. 29, No. 1, pp. 21-27.

  • Appelbaum, E., Bailey T., Berg P., and Kalleberg A. (2000), "Manufacturing Advantage. Why high performance work systems pay off". Itacha, Cornell University Press

  • Baird, C.L. and Reynold, J. R. (2004), "Employee Awareness of Family Leave Benefit: The Effects of Family, Work, and Gender", The Sociological Quarterly, Vol. 45, No. 2, pp. 325-353.

  • Baker, K., Olson, J., and Morisseau, D. (1994), "Work Practices, Fatigue and Nuclear Power Plant Safety Performance", Human Factors, Vol. 36, No. 2, pp. 244-257.

  • Becker, B. and Gerhart, B. (1996), "The Impact of Human Resource Management on Performance: Progress and Prospects", Academy of Management Journal, Vol. 38, No. 4, pp. 779-801.

  • Boxall, P. and Macky, K. (2009), "Research and Theory on High- Performance Work Systems: Progressing the High-Involvement Stream", Human Resource Management Journal, Vol. 19, No. 1, pp. 3-23.

  • Brown, C. and Reich, M. (1997), "Micro-Macro Linkages in High Performance Employment Systems", Organizational Studies, Vol. 18, No. 5, pp. 765-781.

  • Cappelli, P. and Rogovsky, N. (1994), "New Work Systems and Skill Requirements", International Labour Review, Vol. 133, No. 2, pp. 205-220.

  • Combs, J., Liu, Y., Hall, A. and Ketchen, D. (2006), "How much do High Performance Work Practices Matter? A Meta-Analysis of their Effects on Organizational Performance", Personnel Psychology, Vol. 59, No. 3, pp. 501-528.

  • David, R. (1998), "Exploding the Myth of High Performance Teams", Team Performance Management, Vol. 4, No. 7, pp. 306-311.

  • Delaney, J. T. and Godard, J. (2001), "An Industrial Relations Perspective on the High Performance Paradigm", Human Resource Management Review, Vol. 11, No. 4, pp. 395-429.

  • Godard, J. (1999), "Do Implementation Processes and Rationales Matter? The Case of Workplace Reforms", Journal of Management Studies, Vol. 36, No. 5, pp. 679-704.

  • Godard, J. (2004), "Critical Assessment of High Performance Paradigm", British Journal of Industrial Relation, Vol. 42, No. 2, pp. 349-378.

  • Guest, D. (2002), "Human Resource Management, Corporate Performance and Employee Well-Being: Building the Worker into HRM", The Journal of Industrial Relations, Vol. 44, No. 3, pp. 335-358.

  • Hirsh, E. and Kmec, J.A. (2009), "HR Structures: Reducing Discrimination or Raising Right Awareness", Industrial Relation: A Journal of Economy and Society, Vol. 48, No. 3, pp. 512-523.

  • Lepak, D. P., and Snell, S. A. (1999), "The Human Resource Architecture, Toward a Theory of Human Capital Allocation and Development", Academy of Management Review, Vol. 24, No. 1, pp. 31-48.

  • Lepak, D. P., and Snell, S. A. (2002), "Examining the Human Resources Architecture, The Relationships among Human Capital, Employment and Resource Configurations", Journal of Management, Vol. 28, No. 4, pp. 517-543.

  • Levine, D. I., and Tyson, L. D. (1990), "Participation, Productivity, and the Firm's Environment". In A. S. Blinder (Ed.), Paying for productivity: A look at the evidence (pp. 183-244). Washington, DC: The Brookings Institution

  • MacDuffie, J. P. (1995), "Human Resource Bundles and Manufacturing Performance-Organizational Logic and Flexible Productions Systems in the World Auto Industry", Academy of Management Journal, Vol. 48, No. 2, pp. 197-221.

  • Macky K. and Boxall P. (2007), "Research and Theory on High- Performance Work Systems: Progressing the High-Involvement Stream", Human Resource Management Journal, Vol. 19, No. 1, pp. 3-23.

  • McCartney, J. and Teague, P. (2004), "The Diffusion of High Performance Employment Practices in Republic of Ireland", International Journal of Manpower, Vol. 25, No. 7, pp. 598-617.

  • Osterman, P. (1994), "How Common is Workplace Transformation and Who Adopts It?", Industrial and Labor Relations Review, Vol. 47, No. 2, pp. 173-188.

  • Thompson, P., (2001) "Systems of Production: Markets, Organizations and Performance", Employee Relation, Vol. 25, No. 3, pp. 627-629.

  • Van Buren, M . E. and Werner, J. M. (1996), "High Performance Work Systems", Business and Economic Review, Vol. 43, No. 1, pp. 15-35.

  • Van Buren, M . E. and Werner, J. M. (1996), "High Performance Work Systems", Business and Economic Review. Vol. 43, No. 1, pp. 15-35.

  • Wood, S. (1999), "Human Resource Management and Performance", International Journal for Management Review, Vol. 1, No. 4, pp. 367-413.

  • Youndt, M.A., Snell, S.A., Dean, J.W. and Lepak, D. P. (1996), "Human Resource Management, Manufacturing Strategy, and Firm Performance", Academy of Management Journal, Vol. 39, No. 4, pp. 836-866.


Abstract Views: 396

PDF Views: 2




  • An Organisational Analysis of High Performance Work Practices

Abstract Views: 396  |  PDF Views: 2

Authors

B. K. Punia
Haryana School of Business, Guru Jambeshwar University of Science & Technology, Hisar, India
Naval Garg
Haryana School of Business, Guru Jambeshwar University of Science & Technology, Hisar, India
Naval Garg
Oriental Insurance Company Limited, India

Abstract


In this world obsessed with performance excellence, High Performance Work Practices has acquired a salutary distinction. High Performance Work System is a blend of theoretical models and practical approaches backed up with 'how, why, what and when to plan' for the organization. It is regarded as a totally win-win approach where employees and employers gain by simply modifying some of the existing procedures, mechanisms and systems. Thus in this light it is interesting to discuss the employees' perception regarding awareness, availability and effectiveness of HPWPs among manufacturing and service organisations. Here Hypothesis testing concluded significant perceptual differences in all three levels among two different type of organisation. Further segmentation of 35 HPWPs has been done using factor analysis and T-test has highlighted significance of differences in perception of employees for extracted factors among manufacturing and service organizations.

Keywords


High Performance Work Practices, High Performance Organizations, Organisations, Variations.

References