Search

The article explores the important roles of strategic human resource management (SHRM) research, for specific configurations of business practices and policies identified as High Performance Work Systems (HPWS). The research evaluates the industrial performance on factors of employees' knowledge, skills and abilities to achieve organizational goals. It outlines the role of labor codes and human resource strategies for emerging economies. SHRM research emphasizes on the role of understanding the performance consequences of HR strategies and its potential labor impacts. It conclude that SHRM has also resource limitations in terms of effectiveness of voluntary labor code adoption.

The article presents a study supporting the claim that perceived job demand partially mediates positive relationship between employee psychological strain and high involvement practices. Results showed that personality-based selection practices weakened the effect and the presence of competency-based selection practices made the relationship non-significant. It claims that the relationship became negative when communication practices were used. It suggests organizations to practice internal alignment of high performance work systems (HPWS) or the sets of interrelated human resource practices. The study uses the responses from the Workplace Employee Relations survey of the British government consisting 21,312 employees nested in 1,913 organizations, including managers and employees.

The article presents abstracts on management consulting topics which include a work behavior analysis of executive coaches, cultural dynamics in knowledge intensive teams, and differential follower perceptions of leader development.

The article presents abstracts on human resources topics which include training and competence development during organizational change, the relationship between discretion and turnover intentions, and the management of resources in the impression management process.

The article presents abstracts on health care management topics which include the role of managed networks as an organizational form in British health care, the management of hospital physician relationships, and racial disparities in patient care.

This section presents abstracts of several studies on human resources (HR). "Family Ties and International Mobility," investigates relationships between family ties and willingness to accept an international assignment amongst a sample of dual-earner respondents. Another study, "The Impact of HR Involvement and Commitment HR Systems on HR Effectiveness and Firm Performance," examines the impact of HR involvement on HR effectiveness and firm performance using a sample of 249 listed companies on the Korea Stock Exchange. "Examining the Impact of Human Resources Management on Organizational Performance," develops a valid and reliable model to measure the direct effects of domains of human resource management practices on three measures of organizational performance.

Prior research has generally found a positive relationship between high performance work systems (HPWS) and organization performance. However, we know relatively little about the mediation mechanisms through which use of HPWS impacts employee and organization outcomes. This study explores the role of employees' individual as well as collective perceptions of HPWS in influencing the HPWS- outcome relationship. Given the important role of employee perceptions, this study also explores how employee-oriented organizational culture influences the consistency between use of HPWS and employees' perceptions of HPWS. Using a large multi- company data set (286 companies, 1916 employees), we found that at the individual level, employees' individual perceptions of HPWS mediate the relationship between use of HPWS and individual outcomes, including affective commitment and turnover intention. We also found that at the organizational level, employees' shared perceptions of HPWS mediate the relationship between use of HPWS and collective outcomes, including collective affective commitment, collective turnover intention, and firm performance. Moreover, we found that the relationship between use of HPWS and employees' perceptions of HPWS becomes stronger as the employee- oriented organizational culture increases. The theoretical contributions and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

In this study, we develop and test a research model underlying the efficacy of high performance work systems (HPWS) on employee service performance through influencing individual outcomes. AMO theory and intervening constructs are synthesized to hypothesize mediation mechanisms relating HPWS perception to employee service performance. The investigation is based on a multi-source dataset (153 supervisors and 526 employees nested within 56 Vietnamese service branches) using Structural Equation Modeling (SEM) with Mplus. Our findings demonstrate that HPWS perception is positively related to trust in management and trust in supervisor relationships, respectively. Furthermore, we find that the HPWS perception-creativity relationship is mediated by trust in management and trust in supervisor. Finally, our findings indicate that employee creativity is positively correlated with service performance. The study yields both theoretical and practical implications. [ABSTRACT FROM AUTHOR]

This research examines the relationship between innovation-led strategy and innovation-led HR policy (hereafter, management initiatives), and innovation performance. Our research model is theorised and tested in the Vietnamese context, based on servant leadership theory and componential theory of creativity. We draw upon constructs of management initiatives, servant leadership, employee creativity, and firm innovation to hypothesize serial mediation mechanisms linking management initiatives to firm performance. Using a multilevel sample of 56 service firms, we conduct multilevel path analyses. We find that (1) servant leadership mediates the relationship between management initiatives and employee creativity; (2) the relationship between servant leadership and firm innovation is mediated by employee creativity; and (3) firm innovation mediates the relationship between employee creativity and firm market performance. We conclude by discussing both theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Although capturing within-organization variability during implementation of high performance work systems(HPWS) has received considerable attention, the stream of research has rarely considered the source of it. If the perception of HPWS is positively associated with performance outcomes, investigating why some perceive an intense HPWS while others do not, even for the same HR practices administered, bears much theoretical and practical implications. Thus, we extend the current literature in two ways. First, we explore the antecedent to team-level HPWS perception. Specifically, we consider team manager visibility in implementation of HPWS a primary interpretive filter that renders team members discern the intensity differently, thereby resulting in varying levels of team performance. Second, we posit that, viewing HR policies as exchange agreement between the organization and employees, a visible team manager takes the role of satisfying team members HRM-induced psychological contract fulfillment via team HPWS, which, consequently, influences individual in-role performance and organizational citizenship behaviors(OCB). Our analysis shows a general support for both team- and multi-level hypotheses. We contribute to the current literature by suggesting that a visible team manager, if not the sole deliverer of HR practices, may be a primary source for team-level HPWS intensity, and individual psychological contract fulfillment. [ABSTRACT FROM AUTHOR]

Drawing on self-determination theory (SDT), we proposed and tested a multilevel model of how a strategically-focused high performance work system operates to influence customer satisfaction. Data were obtained from frontline employees, branch managers, and from branch records two organizations (retail bank and cosmetics) in Lithuania. Results of Multilevel Structural Equation Modeling (MSEM) analyses revealed support for our model. Specifically, unit-level HPWS influenced psychological need satisfaction through experienced HPWS, which provides the autonomous regulation that fosters creative process engagement. Furthermore, through a bottom-up process, creative process engagement relates to unit creative performance which, in turn, relates to customer satisfaction. [ABSTRACT FROM AUTHOR]

While numerous studies have suggested that HPWS positively affect organizational level outcomes such as productivity, less is known about the effects of HPWS on individual employees, including the impact of these practices on employee health well-being. Several scholars have recently stressed the importance of understanding the impact of strategic HR practices on multiple stakeholders, including employees themselves, as well as additional attention to employee welfare and well-being. These papers follow suit and address important questions about the positive and negative impact of HPWS on various indicators of health well-being, including psychological well-being, burnout, thriving and gratitude at work, and engagement. Collectively the papers suggest that HPWS largely have positive effects on employee health well-being, with some caveats for practices that also promote higher perceptions of work intensification. Following the presentations, the symposium organizers will lead the presenters and audience in an interactive discussion. [ABSTRACT FROM AUTHOR]

The current study examines causal directions between High Performance Work Systems (HPWSs) and firm performance. In the field of strategic human resource management, extensive research efforts have been exerted in examination of the relationship between HPWSs and firm performance, returning only evidence of positive associations between them, but the causal directions of the positive associations have not been revealed. Thus, the current study focuses on investigating the unrevealed causal mechanisms in HPWSs-firm performance relationship. The current study proposed reciprocal causality between HPWSs and firm performance, and then examined the causal directions with two waves of panel data collected from 225 South Korean firms in various industries, by utilizing a cross-lagged effect model. The findings showed that HPWSs and productivity resulted in each other, simultaneously. In addition, HPWSs resulted in ROS and ROE without reversed causations. Further, no causal direction was found from the analyses with ROA. As one of the earliest attempts at uncovering causal directions in HPWSs-firm performance relationship, the current study demonstrated that use of HPWSs contribute to firm performance, and the level of firm performance is one of the determinants of HPWS utilization. [ABSTRACT FROM AUTHOR]

This study explores the consequences of high performance work system (HPWS) perceptions on customer satisfaction. It makes use of both the level and the consensus of employee perceptions. Based on a longitudinal dataset from 118 German Do-It-Yourself stores, we find that the level of HPWS perceptions positively influences customer satisfaction through its effect on job satisfaction. As suggested by the "HRM System Strength" concept, the effect is positively moderated by HPWS consensus: When employees agree on their HPWS perceptions, the HPWS level effect on job satisfaction is strengthened. Additionally, consensus about the HPWS leads to lower unit-level dispersion in job satisfaction evaluations and thereby increases customer satisfaction. [ABSTRACT FROM AUTHOR]

This paper assesses the association between high performance work systems (HPWS) and various indicators of performance in small, medium-sized and large firms. Using data from the 2004 British Workplace Employment Relations Survey, the analysis demonstrates that there is no HPWS-performance relationship in the medium-sized firm sector, in contrast to the positive relationship between HPWS and performance found in large firms and (to a lesser extent) in small firms. [ABSTRACT FROM AUTHOR]

This empirical study tackles the question how employee-related mediating mechanisms shape the relationship between High Performance Work Systems and firm performance. Four central mediating mechanisms can be identified: the availability and effectiveness of human capital as well as employee and operational performance. Structural equation models reveal a positive relationship between HPWS, the four mediating mechanisms and firm performance using data from 1,000 German companies operating in four different sectors: banking and insurance, chemicals and pharmaceuticals, mechanical engineering and professional services. Our empirical study contributes to the recent discussion on micro-foundations in strategic management research and a better understanding of the strongly criticized 'black box' between HRM and firm performance. It furthermore highlights the intersection of management fields and the relevance of a multi-level approach. [ABSTRACT FROM AUTHOR]

This longitudinal study of professional service firms (PSFs) examines the linkage mechanisms through which high performance work systems (HPWS) influence firm performance. Two intervening mechanisms are theorized and examined. They are: (1) the resources that HPWS create, and (2) the uses to which both HPWS and these resources can be put. The resources we investigate are human, social and organizational capital, all of particular importance in knowledge-based professional service firms. The two uses which the resources facilitate and enable are the exploitation of the firm's current capabilities and client base and the exploration of new alternative opportunities. We thus theorize a linkage model that incorporates HPWS-resources-uses-performance. Results from 93 Irish accounting firms support the mediation mechanisms in our linkage model wherein resources and the uses made of them link HPWS to firm performance. Implications are presented for theory and practice. [ABSTRACT FROM AUTHOR]