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Garg, Naval
- A Perceptual Study of Human Resource Information System in Indian Organisations
Abstract Views :408 |
PDF Views:0
Authors
B. K. Punia
1,
Naval Garg
2
Affiliations
1 Haryana School of Business and Director, Academic Staff College, Guru Jambeshwar University of Science & Technology, Hisar, Haryana, IN
2 Oriental Insurance Company Limited, IN
1 Haryana School of Business and Director, Academic Staff College, Guru Jambeshwar University of Science & Technology, Hisar, Haryana, IN
2 Oriental Insurance Company Limited, IN
Source
Journal of Organization and Human Behaviour, Vol 2, No 4 (2013), Pagination: 20-27Abstract
Human Resources is considered as most valuable asset for any organisation. In this age of information and technology, it has become imperative to manage data related to human resource. In this background, Human Resource Management System has come to limelight. The present paper provides perceptual understanding of Human Resource Information System in Indian organisations. Paper successfully highlights poor awareness and availability of HRIS in Indian scenario. Further, hypotheses and cross tabulation of data provides in-depth understanding of variations based on gender, sector and nature of organisations. And lastly, scopes for future researches have also been discussed.Keywords
Human Resource Information System, Gender, Serving sector
- Do Employees Approve the Availability of High Performance Work Practices in Indian Organisations?: an Evaluative Study
Abstract Views :398 |
PDF Views:0
Authors
B.K Punia
1,
Naval Garg
2
Affiliations
1 Professor and Dean, Haryana School of Business, and Director, Academic Staff College, Guru Jambheshwar University of Science & Technology, Hisar, IN
2 Research Scholar, Haryana School of Business, Guru Jambheshwar University of Science & Technology, Hisar, IN
1 Professor and Dean, Haryana School of Business, and Director, Academic Staff College, Guru Jambheshwar University of Science & Technology, Hisar, IN
2 Research Scholar, Haryana School of Business, Guru Jambheshwar University of Science & Technology, Hisar, IN
Source
Journal of Strategic Human Resource Management, Vol 2, No 3 (2013), Pagination:Abstract
High Performance Work Practices (HPWPs) has come out to limelight with growing emphasis on human aspect of the work in addition to concern for productivity or profitability, in this background employees' perception have been found to have a major impact on the success of a practice. Because HPWPs are concerned with human aspect of the work thus they are considered as a tool of value creation and value enhancement for the organisation. The present paper attempts to access the employees' perception regarding availability of the HPWPs. In all, 35 dimensions of HPWPs were identified by the researchers and the perception was assessed on five point scale. Here employees' perception comes out to be in 'Fairly Effective' category of five-point rating scale. The categorization of HPWPs has been done by applying factor analysis and the variations in employees' perception have been studied by applying t-test. Factorial design has been used to discuss interaction effect of more than two variables like that of gender, sector, nature of organisation etc.References
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- Baird, C.L., & Reynold, J. R. (2004). Employee awareness of family leave benefi t: The effects of family, work, and gender. The Sociological Quarterly, 45(2), 325-353.
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- Godard, J., (2004). Critical assessment of high performance paradigm. British Journal of Industrial Relation, 42(2), 349-378.
- Guest, D. (2002). Human resource management, corporate performance and employee well-being: Building the worker into HRM. The Journal of Industrial Relations, 44(3), 335-358.
- Hirsh, E., & Kmec, J. A. (2009). HR structures: Reducing discrimination or raising right awareness. Industrial Relation: A Journal of Economy and Society, 48(3), 512-523.
- Macky, K., & Boxall, P. (2007). Research and theory on high-performance work systems: progressing the highinvolvement stream. Human Resource Management Journal, 19(1), 3-23.
- McCartney, J., & Teague, P. (2004). The diffusion of high performance employment practices in republic of Ireland. International Journal of Manpower, 25(7), 598-617.
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- An Organisational Analysis of High Performance Work Practices
Abstract Views :467 |
PDF Views:2
Authors
Affiliations
1 Haryana School of Business, Guru Jambeshwar University of Science & Technology, Hisar, IN
2 Oriental Insurance Company Limited, IN
1 Haryana School of Business, Guru Jambeshwar University of Science & Technology, Hisar, IN
2 Oriental Insurance Company Limited, IN
Source
Asian Journal of Management, Vol 5, No 3 (2014), Pagination: 318-324Abstract
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
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- 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.
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- 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.
- High Performance Work Practices: A Study of Variations Based on Personal Characteristics
Abstract Views :317 |
PDF Views:0
Authors
Source
OPUS: HR Journal, Vol 5, No 1 (2014), Pagination: 37-55Abstract
High Performance Work Practices (HPWPs) has evolved as a pivotal paradigm of performance excellence. These practices are applied in bundles to accrue complementary benefits associated with each practices. Literature suggests that success of any system relies on various employee related factors. The present paper highlights variations among employees' awareness and perception for HPWPs based on individual characteristics like gender, sex, experience etc. Differences in employees' awareness and perception could arise owing to different inbuilt mechanism to filter external information. Presently as many as thirty-five HPWPs have been considered. Factor analysis reduces 35 practices into nine factors. It is observed that employees' awareness varies significantly across age, experience and educational qualification of the employees. However employees' awareness is observed to gender neutral. Further employees' perception is reported to vary significantly across all four individual characteristic taken in the study i.e. gender, age, experience and educational qualification of the employees. Further nine extracted factors are subjected to test of variance across various variables of individual differences. Lastly paper gives a glimpse of practical utility of the findings and a brief description of future research scope is also given herewith.Keywords
High Performance Work Practices, High Performance Work System, Gender, Awareness, Perception.References
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- Boxall, P., & Macky, K. (2009). research and theory on high-performance work systems, progressing the high-involvement stream. Human Resource Management Journal, 19(1), 3-23.
- Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination, the role of human resource practice in the performance of high technology firms. Academy of Management Journal, 49(3), 544-560.
- Combs, J. G., Ketchen, D. J., Jr., Hall, A. T., & Liu, Y. (2006). Do high performance work practices matter? A Meta analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501-528.
- Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human resource management and labor productivity, does industry matter? Academy of Management Journal, 48(1), 135-145.
- Delaney, J. T., & Godard, J. (2001). An industrial relations perspective on the high performance paradigm. Human Resource Management Review, 11(4), 395-429.
- Godard, J. (1999). Do implementation processes and rationales matter? The case of workplace reforms. Journal of Management Studies, 36(5), 679-704.
- Godard, J. (2004). Critical assessment of high performance paradigm. British Journal of Industrial Relation, 42(2), 349-378.
- Nishii, L., & Wright, P. (2008). Variability within organizations: Implications for strategic human resource management. In: The people make the place: Dynamic linkages between individuals and organization. (pp. 225-248). D.B. Smith (Ed.). New York: Taylor and Francis Group.
- Nishii, L., Lepak, D. P., & Schneider, B. (2009). Employee attributions of the 'why' of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61(3), 503-545.
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- Yadav, S. K., & Yadav, D. (2013). Exploring HPWPs in Indian organizations. Maharaja Agarshen Journal of Management, 12(2), 112-110.
- Perceptual Effectiveness of High Performance Work Practices in Indian Organizations
Abstract Views :390 |
PDF Views:13
Authors
Naval Garg
1,
B. K. Punia
2
Affiliations
1 Oriental Insurance Company Limited, 504, Janambhoomi Chambers, Ballard Estate, Mumbai 400001, IN
2 Maharishi Dayanand University, Rohtak 124001, IN
1 Oriental Insurance Company Limited, 504, Janambhoomi Chambers, Ballard Estate, Mumbai 400001, IN
2 Maharishi Dayanand University, Rohtak 124001, IN
Source
Journal of Management Research, Vol 15, No 4 (2015), Pagination: 211-222Abstract
Employees' perception and their willingness to adapt new work system have significant effect on success of High Performance Work System. Differences in employees' perception could arise because different people have different inbuilt mechanism to filter external information. This paper highlights that the employees' perception for effectiveness of HPWPs lies in 'Effective' category of five point rating scale. Further 35 dimensions of HPWPs have been subjected to factor analysis to highlight broader paradigm into limelight. These factors are subjected to gender and sector based perceptual variation test.Keywords
High Performance Work Practices, Perception, Effectiveness.References
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- Nishii, L., Lepak, D. P. and Schneider, B. (2008), Employee Attributions of the ‘Why’ of HR Practices: Their Effects on Employee Attitudes and Behaviors, and Customer Satisfaction, Personnel Psychology, 61(3): 503–545.
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