Journal of Strategic Human Resource Management

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

Do Employees Approve the Availability of High Performance Work Practices in Indian Organisations?: an Evaluative Study


Affiliations
1 Professor and Dean, Haryana School of Business, and Director, Academic Staff College, Guru Jambheshwar University of Science & Technology, Hisar, India
2 Research Scholar, Haryana School of Business, Guru Jambheshwar University of Science & Technology, Hisar, India
     

   Subscribe/Renew Journal


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.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abraham, J.Y., & Knight, D. J. (2001). Strategies innovation: Leveraging creative action for more profi table growth. Strategy and Leadership, 29(1), 21-27.

  • 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.

  • Baker, K., Olson, J., & Morisseau, D. (1994). Work practices, fatigue and nuclear power plant safety performance. Human Factors, 36(2), 244-257.

  • Becker, B., & Gerhart, B. (1996) The impact of human resource management on performance: Progress and prospects. Academy of Management Journal, 38(4), 779-801.

  • Boxall, P., & Macky, K. (2009). Research and theory on high-performance work systems: progressing the highinvolvement stream. Human Resource Management Journal, 19(1), 3-23.

  • Brown, C., & Reich, M. (1997). Micro-macro linkages in high performance employment systems. Organizational Studies, 18(5), 765-781.

  • Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high performance work practices matter? A meta–analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501-528.

  • David, R., (1998) Exploding the myth of high performance teams. Team Performance Management, 4(7), 306-311.

  • Delaney, J. T., & Godard, J. (2001). An industrial relations perspective on the high performance paradigm. Human Resource Management Review, 11(4), 395-429.

  • Edwards, P., & Wright, M. (2000). High involvement work systems and performance outcomes. The International Journal of Human Resource Management, 12(4), 568-585.

  • 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.

  • 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.

  • Osterman, P. (1994). How common is workplace transformation and who adopts it. Industrial and Labor Relations Review, 47(2), 173-188.

  • Squires, P. (2002). Developing Skill Standards Built Upon High Performance Work Organization Practices. Retrieved from http://www.appliedskills.com/White%20Papers/HPWG_paper_2.pdf

  • Thompson, P. (2001). Systems of production: Markets, organizations and performance. Employee Relation, 25(3), 627-629.

  • Van Buren, M. E., & Werner, J. M. (1996). High performance work systems. Business and Economic Review, 43(1), 15-35.

  • Wood, S. (1999). Human resource management and performance. International Journal for Management Review, 1(4), 367-413.

  • Youndt, M. A., Snell, S. A., Dean, J.W. & Lepak, D. P. (1996). Human resource management, manufacturing strategy, and fi rm performance. Academy of Management Journal, 39(4) 836–866.


Abstract Views: 427

PDF Views: 0




  • Do Employees Approve the Availability of High Performance Work Practices in Indian Organisations?: an Evaluative Study

Abstract Views: 427  |  PDF Views: 0

Authors

B.K Punia
Professor and Dean, Haryana School of Business, and Director, Academic Staff College, Guru Jambheshwar University of Science & Technology, Hisar, India
Naval Garg
Research Scholar, Haryana School of Business, Guru Jambheshwar University of Science & Technology, Hisar, India

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