OPUS: HR Journal

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

High Performance Work based Practices as Predictors of Employee Outcomes in it Companies - A Direct Approach


Affiliations
1 Assistant Professor, SRM University, Sonepat, Haryana, India
2 Assistant Professor, TIT&S, Bhiwani, Haryana, India
     

   Subscribe/Renew Journal


Purpose: This study empirically examines the relationship between high performance work-based practices (HPWBP) and two employee outcomes–employee satisfaction & productivity in IT companies. Design/Methodology: A model is developed to examine the direct effects of independent variable on dependent variables. A survey was conducted on 50 HR professionals of eight IT companies in Delhi & NCR. Findings: It was found that HPWBP have a positive relationship with employee satisfaction and productivity. However, employee’s satisfaction also had a positive relationship with productivity. Research Implications: HPWBSP significantly increases employee satisfaction and productivity. However, employee satisfaction was also found to increase employee productivity. High performance work based practices are influenced by the set of innovative HR practices and for the organization to gain competitive advantage and act globally, mangers must incorporate these practices to improve employee performance.

Keywords

High Performance Work Based Practices, Employee Satisfaction and Productivity
Subscription Login to verify subscription
User
Notifications
Font Size


  • Armstrong, M. (2006). A Handbook of human resource management practice. (10th ed.). London: Kogan.

  • Ashton, D. N., & Sung, J. (2002). Supporting workplace learning for high performance working. Switzerland: International Labour Organization.

  • Azeez, S. A. (2017). Human resource management practices and employee retention: A review of literature. Journal of Economics, Management and Trade, 18(2), 1-10. doi:https://doi.org/10.1108/13683041211257402 Baron, J. N., & Kreps, D. M. (1999). Strategic human resources: Frameworks for general managers. New York: Wiley and Sons.

  • Bhatti, K. K., & Qureshi, T. M. (2007). Impact of employee participation on job satisfaction, employee commitment and productivity. International Review of Business Research, 3(2), 54-68.

  • Chapano, M. (2017). The impact of high performance work practices on project performance in selected construction companies in Cape town. Economica, 4(1), 59-64.

  • Chew, Y. T. (2005). Achieving organizational prosperity through employee motivation and retention: A comparative study of strategic human resource practices in Malaysian institution. Journal of Research and Practice in Human Resource Management, 13(2), 87-104.

  • Guthrie, J. (2001). High-involvement work practices, turnover and productivity: Evidence from New Zealand. Academy of Management Journal, 44(2), 180-192.

  • Hamel, G., & Prahalad, C. K. (1994): Competing for the future. Boston: Harvard Business School.

  • Kelley, H. (2005). The importance of sectoral differences in the application of complementary HRM practices for innovation performance.

  • International Journal of the Economics of Business, 9(1),139-156.

  • Lloyd, C., & Payne, J. (2004). A critical look at the role of the high performance workplace as a vehicle for the UK high skills project. New Political Economy, 7(3), 367-395.

  • Ostroff, C. (1992). The relationship between satisfaction, attitudes, and performance: An organizational level analysis. Journal of Applied Psychology, 77, 963-974.

  • Miller, J. L. (2006). Achieve optimal performance and job satisfaction. Journal of Business and Management, 5(1), 32-39.

  • Murphy, K. R. (1989). Dimensions of job performance. International Business Research, 10(10), 16-32.

  • Sung, J., & Britain, G. (2005). High performance work practices: Linking strategy and skills to performance outcomes. UK: Department of Trade and Industry. Retrieved from https://www.longwoods.com/articles/images/High%20Performance%20Work%20Practices_UKReport2011.pdf.

  • Wood, S. (1995). The four pillars of human resource management: Are they connected? Human Resource Management Journal, 5(5), 49-59.


Abstract Views: 175

PDF Views: 0




  • High Performance Work based Practices as Predictors of Employee Outcomes in it Companies - A Direct Approach

Abstract Views: 175  |  PDF Views: 0

Authors

Sushma Sharma
Assistant Professor, SRM University, Sonepat, Haryana, India
Ajay Kumar Sharma
Assistant Professor, TIT&S, Bhiwani, Haryana, India

Abstract


Purpose: This study empirically examines the relationship between high performance work-based practices (HPWBP) and two employee outcomes–employee satisfaction & productivity in IT companies. Design/Methodology: A model is developed to examine the direct effects of independent variable on dependent variables. A survey was conducted on 50 HR professionals of eight IT companies in Delhi & NCR. Findings: It was found that HPWBP have a positive relationship with employee satisfaction and productivity. However, employee’s satisfaction also had a positive relationship with productivity. Research Implications: HPWBSP significantly increases employee satisfaction and productivity. However, employee satisfaction was also found to increase employee productivity. High performance work based practices are influenced by the set of innovative HR practices and for the organization to gain competitive advantage and act globally, mangers must incorporate these practices to improve employee performance.

Keywords


High Performance Work Based Practices, Employee Satisfaction and Productivity

References