Academic literature on the topic 'High-Performance HR practices'
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Journal articles on the topic "High-Performance HR practices"
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Kim, Maeng-Sun. "The effect of high-performance HR practices on organizational performance." Journal of Tourism and Leisure Research 30, no. 12 (2018): 403–21. http://dx.doi.org/10.31336/jtlr.2018.12.30.12.403.
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Chen, Shu-Yuan, Jin Feng Uen, and Chih-Chan Chen. "Implementing high performance HR practices in Asia: HR practice consistency, employee roles, and performance." Asia Pacific Journal of Management 33, no. 4 (2016): 937–58. http://dx.doi.org/10.1007/s10490-016-9466-z.
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Ahmad, Mansoor, and Matthew Allen. "High performance HRM and establishment performance in Pakistan: an empirical analysis." Employee Relations 37, no. 5 (2015): 506–24. http://dx.doi.org/10.1108/er-05-2014-0044.
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Purpose – Despite a growing literature on human resource management (HRM) in emerging economies, evidence from Pakistan is limited. There is scant information on both the human resource (HR) practices that indigenous workplaces adopt and their associations with HR-related outcomes. The purpose of this paper is to fill that gap by examining whether universalistic assumptions about the applicability of “high-performance” HR practices are valid in Pakistan, a country with religious values and organizational traditions that differ to those in the west. Design/methodology/approach – This study draws on the, to date, most comprehensive survey of indigenous establishments in Pakistan. The authors use logistic regressions to analyze the data. Findings – Workplaces, in general, adopt several “high-performance” HR practices, such as extensive training, career breaks, rigorous pre-employment candidate assessment, and the sharing of strategic information with employees. Attitude surveys and the provision of training in a variety of jobs to non-managerial employees are consistently associated with better HR-related outcomes (absenteeism, quit rates, and labour productivity). Overall, the paper finds some limited support for the applicability and efficacy of high-performance HRM practices in Pakistan. Such practices conform to Islamic principles. The results also indicate, however, that cultural traits play a role in how those practices are implemented. Social implications – Increased adoption of certain HR practices by establishments in Pakistan may help to improve the working conditions and employment prospects of employees and may also ameliorate the country’s sluggish economic growth rates. Originality/value – HRM in Pakistani establishments has received relatively scant attention. Existing research either focuses on a relatively small number of firms, assesses HR in MNC subsidiaries, or examines a limited range of HR practices. Understanding the HR practices that are (and are not) adopted and their associations with performance outcomes will not just enhance the knowledge of HR in emerging economies, but will also provide insights into how to improve establishment performance and economic growth rates.
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Mostafa, Ahmed Mohammed Sayed. "High-performance HR practices, positive affect and employee outcomes." Journal of Managerial Psychology 32, no. 2 (2017): 163–76. http://dx.doi.org/10.1108/jmp-06-2016-0177.
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Purpose The purpose of this paper is to provide insight into the affective or emotional mechanisms that underlie the relationship between high-performance HR practices (HPHRP) and employee attitudes and behaviours. Drawing on affective events theory, this paper examines a mediation model in which HPHRP influence positive affect which in turn affects job satisfaction and organizational citizenship behaviours (OCBs). Design/methodology/approach Two-wave data were collected from a sample of local government workers in Wales (n=362). HPHRP were measured together with job satisfaction and OCBs at Time 1 and six months later, job satisfaction and OCBs were measured again together with positive affect. Structural equation modeling was used to test the study hypotheses. Findings The results revealed that HPHRP induced positive affect which, in turn, led to increased job satisfaction and OCBs. Furthermore, positive affect fully mediated the relationships between HPHRP and both job satisfaction and OCBs. Research limitations/implications All data were collected from public sector employees in the Government of Wales, which makes the generalizability of the findings unknown. More work is needed using different samples to determine whether the study results are replicable. Practical implications Managers should endeavour to ensure that enough resources are assigned to the implementation of HPHRP and other work features that help evoke affective reactions, as these reactions are an important determinant of employees’ attitudes and behaviours. Originality/value This is one of the first studies to empirically examine the mediating role of positive affect on the relationship between HPHRP and employee attitudes and behaviours.
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McClean, Elizabeth J. "HIGH COMMITMENT HR PRACTICES, EMPLOYEE EFFORT, AND FIRM PERFORMANCE." Academy of Management Proceedings 2009, no. 1 (2009): 1–6. http://dx.doi.org/10.5465/ambpp.2009.44256501.
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Bodla, Ali Ahmad, and Tang Ningyu. "Transformative HR practices and employee task performance in high-tech firms." Journal of Organizational Change Management 30, no. 5 (2017): 710–24. http://dx.doi.org/10.1108/jocm-02-2016-0030.
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Purpose The purpose of this paper is to examine the relationship of perceived transformative human resource (HR) practices and employee task performance. Drawing on evidence-based approach, the transformative HR practices intend to transform employees’ behavior to cope with organizational change. This study intends to answer how does the perceived transformative HR practices influence employees’ behavioral capability to enhance their task performance. This investigation proposes that the perceived transformative HR practices positively affect employees task performance, however, employee adaptivity mediates the relationship between them. Design/methodology/approach The authors used a random sample of 224 employees, from a large high-tech company in China, to test the hypotheses. Exploratory and confirmatory factor analyses were conducted to determine the perceived transformative HR practices in the context of a high-tech firm. The authors performed multiple linear regression analysis to examine the proposed model. Findings The results of this study indicate that the perceived transformative HR practices positively influence employee adaptivity and task performance. Furthermore, employee adaptivity mediates the relationship between the perceived transformative HR practices and employee task performance. Therefore, employee adaptivity illuminates and explains the underlying mechanism of how the perceived transformative HR practices lead to employee task performance. Research limitations/implications Data collected from single firm may limit the generalizability of the findings and cross-sectional research design may raise the concern of common method bias. Future studies should test and validate the operationalization of the perceived transformative HR practices in different research contexts and with larger sample size. Organizations should design and implement transformative HR practices to cope with change. Furthermore, organizational managers should encourage and facilitate employee adaptivity to achieve better performance. Originality/value This study contributes to change management and the HR literature by identifying and operationalizing the perceived transformative HR practices as a predictor of employee adaptivity and task performance. Through the underlying mechanism of employee adaptivity between the perceived transformative HR practices and employee task performance, this study provides a new perspective to look at the HR-performance relationship in the change process.
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Uppal, Nishant, and Sushant Bhargava. "High Performance HR Practices & Firm Performance: Mediating Effects of PE Fit." Academy of Management Proceedings 2018, no. 1 (2018): 12269. http://dx.doi.org/10.5465/ambpp.2018.12269abstract.
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Cuéllar-Molina, Deybbi, Antonia Mercedes García-Cabrera, and Ma de la Cruz Déniz-Déniz. "Emotional intelligence of the HR decision-maker and high-performance HR practices in SMEs." European Journal of Management and Business Economics 28, no. 1 (2019): 52–89. http://dx.doi.org/10.1108/ejmbe-10-2017-0033.
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Purpose The purpose of this paper is to examine the influence of the emotional intelligence (EI) of the person in charge of making human resource management (HRM) decisions on the adoption of high-performance human resource (HR) practices in small- and medium-sized enterprises (SMEs). Design/methodology/approach This study takes evidences from 157 HR decision makers in SMEs who autonomously make the decisions in the HR area and were responsible for the HR practices in their firm. The authors used multiple linear regression analysis to test the hypotheses. Findings Results show that both the EI and the different EI competencies of which it is comprised affect the adoption of various HR practices. Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM. Research limitations/implications First, the sample of firms the authors studied is limited to a specific geographic area in one country – Spain (Canary Islands) – that will necessarily limit generalisation of the results obtained to other populations of SMEs. Researchers should replicate the current model in other geographic areas. Second, and with regard the methodology, researchers could explore other tools to measure EI and emotional competencies. It would be interesting to measure this construct using qualitative analytical techniques, with 360 – or 180 – degree tools. Finally, the current study is cross-sectional in nature, which limits our ability to draw causal inferences from the data. This cross-sectional design prevents us, for example, from analysing EI’s influence on the continued development of high-performance HR practices over time. Future research using longitudinal methodologies to study these variables could provide additional advances in this area. This work makes important contributions to both the literature and the business world. With regard to the theoretical implications, results confirm that EI as a whole, as well as in terms of its specific emotional competencies, affects the decision making related to the adoption of high-performance HR practices, which is known to contribute to the organisational performance. Practical implications With regard its practical implications, SMEs’ owners-managers and HR practitioners may find our results and conclusions interesting. Indeed, recommendations in business management have often been accompanied by new approaches in HRM (Kent, 2005), as this study proposes. In particular, managers will find evidence of how a decision-maker’s higher EI propitiates the adoption of high-performance HR practices, thus being able to improve HRM in their SMEs. Moreover, managers will obtain guidance on which emotional competencies are the most important for adopting each HR practice, and so find greater success in their HRM roles. SMEs could organise programmes to develop the HR decision-maker’s emotional competencies, as large firms do for their executives. Originality/value Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.
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In Jun and 오선희. "The Mediating Effect of HR Flexibility on the Relationship between High Performance HR Practices and Organisational Performance." Korean Journal of Labor Studies 20, no. 2 (2014): 149–86. http://dx.doi.org/10.17005/kals.2014.20.2.149.
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Ling Chen, Yuan. "Crossing The Great Divide: South Asia High-Performance Work Systems." International Journal of Business & Management Studies 05, no. 02 (2024): 38–44. http://dx.doi.org/10.56734/ijbms.v5n2a6.
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This study discusses qualitative research to profoundly understand South Asia's high-performance work systems (HPWS) development based on the Ability, Motivation, and Opportunities (AMO) model. Further, this study classifies three distinctive types of human resource (HR) practices — Takeuchi et al. (2007), Sun et al. (2007), and Chuang and Liao (2010) — into different sets of HR practices. Obtaining the conceptual concepts from the HPWS literature, this study tries to enhance our understanding by acquiring realistic ideas to propose a conceptual model involving several open questions that may provide scholars and practitioners more insights into understanding what HR practices constitute South Asia HPWS.
Dissertations / Theses on the topic "High-Performance HR practices"
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Yunus, Suhaer. "High performance HR practices and employee wellbeing : a theoretical and empirical investigation." Thesis, Cardiff University, 2016. http://orca.cf.ac.uk/94754/.
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The prime objective of this study is to determine whether employer attempts to introduce high performance work practices is associated with mutual gains for both employees and employers or intensifies the labour process to the disadvantage of employees, by analysing the relationships between high performance HR (HP-HR) bundles, perceived job demands and employee well-being. As perceived job demands (work intensification) are central to the debate within the HRM literature, the study proposes that they are likely to be an important mediating mechanism between the HP-HR bundles and employee well-being. Perceived workplace resources (job control, managerial support and family support) are introduced as moderators of the mechanism between perceived job demands and employee well-being. Drawing on data from 2011 Workplace Employment Relations Survey (WERS), the path analysis convention of structural equation modelling is used for analysis. The findings suggest that the linking mechanisms between the HP-HR bundles and well-being are complex, and vary in relation to different types of bundle. Neither a mutual gains nor a labour process perspective solely accounts for the complexities of this association. Job resources significantly reduce the negative impact of perceived job demands and improve well-being. HP-HR bundles, generally, impact negatively on perceived job demands and employee well-being. The empirical findings show that: 1) The skills and ability-enhancing bundle increases job-related anxiety and depression, but, otherwise, does not have a significant relationship with well-being directly or indirectly through perceived job demands. 2) The motivation-enhancing bundle reduces perceived job demands, but has no significant direct association with well-being. 3) The opportunity-enhancing bundle improves overall employee well-being, but simultaneously intensifies the labour process. 4) The commitment-enhancing bundle increases both anxiety and perceived job demands, and reduces both job satisfaction and organisational commitment. 5) Perceived job demands reduce the perceived sense of well-being. 6) Perceived job demands are negative mediators of the relationship between both the opportunity-enhancing and commitment-enhancing bundles and employee well-being. 7) Perceived job demands are positive mediators of the relationship between the motivation-enhancing bundle and employee well-being. 8) Perceived job control reduces the negative influence of job demands and improves well-being. 9) Perceived managerial support buffers job demands and reduces both job-related anxiety and depression. 10) Perceived family support moderates the negative influence of job demands and improves job-related anxiety, depression and job satisfaction, but does not have a significant relationship with organisational commitment. Overall, the research indicates that current HRM models are too simplistic to capture the complex nature of the HP-HR/well-being association, and require an integrated framework incorporating both mediating and moderating factors that guide this association. The balance between job stressors and job resources is the crucial missing link that increases our understanding of the most debated differential impact of HP-HR on employee well-being.
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Mostafa, Ahmed Mohammed. "The relationship between high performance HR practices and employee attitudes : the mediating role of public service motivation and person-organization fit." Thesis, Cardiff University, 2013. http://orca.cf.ac.uk/57952/.
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Nowadays, the utilization of high performance human resource (HR) practices is widely believed to lead to a strategic advantage for organisations. However, while there is now a sufficient body of evidence to indicate that high performance HR practices are related to superior firm-level outcomes, it is still unclear how these practices affect such outcomes and whether these practices result in desirable employee level outcomes. The current study aims to fill this gap by empirically examining the effect of high performance HR practices on employee attitudes of job satisfaction, organizational commitment and quit intentions in the Egyptian public sector. This study also sheds light on the mechanisms through which high performance HR practices affect employee attitudes by examining the mediating effects of both public service motivation (PSM) and person-organization (P-O) fit on this relationship. Furthermore, a secondary aim of this study is to identify the mechanisms through which PSM affects employee attitudes. Specifically, the study examines the mediating and moderating effect of P-O fit on the PSM-employee attitudes relationship. In so doing, the current study aims to contribute to the literature in the fields of HRM, PSM and P-O fit. Using a sample of 671 professionals in the Egyptian health and higher educationsectors, a partial mediation model is outlined and tested using structural equation modelling (SEM). The study results show that high performance HR practices and P-O fit have significant positive relationships with job satisfaction and organizational commitment, and significant negative relationships with quit intentions. PSM also has significant positive relationships with job satisfaction and organizational commitment. However, it has no significant relationship with quit intentions. The results also reveal that PSM partially mediates the relationship between high performance HR practices and both job satisfaction and organizational commitment, but has no mediation effect on the relationship between high performance HR practices and quit intentions. Further, P-O fit partially mediates the relationship between high performance HR practices and job satisfaction, organizational commitment and quit intentions. P-O fit also mediates (but does not moderate) the relationship between PSM and employee attitudes. Therefore, the study findings suggest that the adoption of high performance HR practices in the public sector not only leads to desirable employee attitudes, but is also associated with enhanced employee motivation to serve the public and better fit between employees and their organizations.
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Jumani, Imran Ahmad. "The effects of human resource management practiceson employee work-life interference and its outcomes." Electronic Thesis or Diss., Rennes 1, 2022. http://www.theses.fr/2022REN1G013.
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Cette recherche examine les effets des pratiques de ressources humaines à haute performance (RHHP) et les pratiques de GRH en soutien à la conciliation « vie professionnelle – vie personnelle » (RHVPP) sur les interférences entre le travail et le hors travail, le bien-être et l'intention de quitter le travail. En outre, nous examinons l'influence modératrice du soutien des managers, de la famille et des amis. Notre problématique est la suivante : comment les pratiques de travail favorables à la famille et les pratiques de ressources humaines à haut rendement influencent-elles l'interférence entre le travail et la vie personnelle et ses résultats, c'est-à-dire le bien-être des employés au travail et leur intention de quitter leur emploi ? La recherche a été menée dans des banques des secteurs public et privé au Pakistan. Les données (322 répondants ; 82,6% d'hommes, 17,4% de femmes) des employés de banque travaillant au Pakistan (employés, cadres moyens et supérieurs) ont été recueillies par le biais d'un questionnaire en ligne. L'approche des moindres carrés partiels (PLS-SEM) est employée pour évaluer le modèle de recherche.Les résultats montrent que les deux pratiques de GRH étudiées - RHHP et RHVPP - ont un effet positif significatif sur l'interférence entre le travail et le hors travail. La RHVPP influence significativement l'intention de quitter, mais pas le bien-être des employés. En revanche, la RHHP est significativement associée au bien-être mais pas à l'intention de quitter. Le soutien des managers, de la famille et des amis agit comme modérateur. Nous montrons également que si l'absence de FFWP n'affecte pas l'intention de quitter le travail (IJT) des employés masculins, cette absence augmente significativement celle des femmes. Ces résultats permettent de comprendre quelles pratiques de management peuvent favoriser des performances durables au travail pour les femmes<br>This research examines the effects of High-Performance Human Resource Practices (HPHRP) and Family-Friendly Work Practices (FFWP) on work-life interferences, well-being, and intention to leave the job. In addition, we examine the moderating influence of support from managers, family, and friends. Our problem statement is: how do FFWP and HPHRP influence the work-life interference and its outcomes, i.e., the well-being of employees in the workplace and their intention to leave the job? The research was conducted in both public and private sector banks in Pakistan. Data collection (322 respondents; 82.6% male, 17.4% female) of bank employees working in Pakistan (employees, middle and top-level management) was gathered through an online questionnaire. The partial least square (PLS-SEM) approach is employed to assess the research model.The results show that the two HRM practices studied - HPHRP and FFWP - have a significant positive effect on work-life interference. FFWP is significantly associated with turnover intention, but not with employee well-being. In contrast, HPHRP is significantly associated with employee well-being, but not with turnover intention. Managers’ support and support from family and friends act as moderators. We also show that if the absence of FFWP does not affect male employees’ intention to leave the job (IJT), this absence significantly increase female employees’ IJT. These results help to understand which management practices can support sustainable performances for women
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Chen, Li-Chuang, and 陳立莊. "The impact of HR department absorptive capacity on the adoption of high-performance work practices." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/22470012001018173370.
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碩士<br>國立中央大學<br>人力資源管理研究所<br>94<br>High-performance work practices (HPWPs) are a bundle of human resources practices which can enhance communication and integration and improve employee and company performances (Horgan & Mühlau, 2003). However, evidence suggests that the rate of adoption of these and other type of HRM innovations is minimal because of the role of the HR practitioner in the adoption process had been neglected.
The aim of this research is to discuss the relationship between HR department and the adoption of high-performance work practices via HR department’s absorptive capacity perspective. Through the empirical investigation, the research predicted that the HR department’s prior knowledge and intensity of effort have positive connection to the usage of high-performance work practices.
This research received 167 valid questionnaires from MNC’s Taiwan subsidiaries. The result indicated that (1) HR department’s prior knowledge would positively impact the level of usage high-performance work practices. Among the variables, HR department’s qualification is significant which means that it is the foundation of the HR department absorptive capacity and would directly connect with the motivation and implementation of adopting high-performance work practices within organization. (2) HR department’s intensity of effort has positive influence on the usage of high-performance work practices. Which means an organization with high intensity of effort will create a good environment and climate, input resources, encourage the knowledge acquisition process and have better ability to control the result of the knowledge acquisition process (Popper & Lipshitz, 1998).
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Yang, Shu-chun, and 楊淑君. "The Relationship between High Performance Work System and Employees’Job Performance: The Moderating Effects of Cost-down Practices and HR Attributions." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/17950190228017418012.
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碩士<br>國立中正大學<br>勞工所<br>98<br>The aim of this study was to explore “The relationships among high performance work system, employees’ in-role behaviors, OCBI, and OCBO.” In addition, this study also examined the influences of cost-down practices and HR attributions as moderators between high performance work system and employees’ job performance.
In order to avoid the problems of CMV, this study included three different questionnaires: HR, supervisor and employee. Based on multilevel analysis of data from 52 datasets (52 copies from HR managers or HR specialists, 52 from supervisors and 247 from employees), the findings were as follow:
1.High performance work system positively and significantly affected the employees’ in-role behaviors and OCBI.
2.“Administrative leave” of the managerial employee negatively and significantly moderated the relationship between high performance work system and employees’ OCBO.
3.“Pay cut” of the managerial and non-managerial employee negatively and significantly moderated the relationship between high performance work system and employees’ OCBO.
4.“Leave without pay” of the managerial and non-managerial employee positively and significantly moderated the relationship between high performance work system and employees’ OCBO.
5.Service quality HR attribution positively and significantly moderated the relationship between high performance work system and employees’ OCBO.
6.Employee well-being HR attribution positively and significantly moderated the relationship between high performance work system and employees’ in-role behaviors.
Finally, the findings could be not only the foundation to the future research but also the references to the managerial workers.
Keywords: High Performance Work System, Employees’Job Performance, Cost-down Practices, HR Attributions
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Feng-HuiLee and 李風輝. "Linking Commitment-based HR Practices and Innovation Performance: The Influences of Organizational Commitment, Knowledge Sharing, Psychological Contract, and Empowering Leadership in Taiwanese High-tech Industry." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/44880869617999002441.
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博士<br>國立成功大學<br>國際經營管理研究所博士班<br>100<br>Based on a combination of the social exchange theory, theory of reasoned action, self-determination theory (SDT), roll identity concept, intrinsic motivation theory, the concept of empowering leadership, and the psychological contract theory, this study presents two integrated models which investigate the relationships between single or bundled commitment-based HR practices (CBHRPs) at an organizational level and individual outcome variables (organizational commitment, knowledge sharing, and innovation performance) from a cross-level. It also identifies the mediating roles played by organizational commitment, and knowledge sharing in the relationship between single CBHRPs, bundled CBHRPs and innovation performance. It further examines the moderating roles of empowering leadership and relational psychological contract in the relationship between single CBHRPs, bundled CBHRPs, organizational commitment, knowledge sharing, and innovation performance. Drawing on a sample of 402 employees from 116 high-tech firms in Taiwan, the results at the individual level show that (1) organizational commitment positively influences knowledge sharing, (2) knowledge sharing positively influences innovation performance, (3) knowledge sharing positively mediates the relationship between organizational commitment and innovation performance, (4) relational psychological contract positively moderates the relationships between organizational commitment, knowledge sharing, and innovation performance. At the cross level, when firms implement five single CBHRPs, including participation, work design, training and development, performance appraisal, and compensation and rewards, the following results can be concluded: (1) only participation, work design, training and development, and compensation rewards positively influence organizational commitment, knowledge sharing, and innovation performance, (2) empowering leadership only positively moderates the relationships between participation, work design, training and development, organizational commitment, knowledge sharing, and innovation performance, (3) organizational commitment only positively mediates the relationships between participation, work design, training and development, and knowledge sharing, (4) knowledge sharing only positively mediates the relationships between participation, work design, training and development, and innovation performance, and (5) empowering leadership positively moderates the relationships between organizational commitment, knowledge sharing, and innovation performance. However, when firms bundle those five CBHRPs together, the following results can be concluded: (1) bundled CBHRPs positively influences organizational commitment, knowledge sharing, and innovation performance, (2) organizational commitment positively mediates the relationship between bundled CBHRPs and knowledge sharing, (3) knowledge sharing positively mediates the relationship between bundled CBHRPs and innovation performance, (4) empowering leadership positively moderates the relationships between bundled CBHRPs, organizational commitment, knowledge sharing, and innovation performance. The theoretical and managerial contributions and implications of these findings are discussed.
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Chen, Meng-chih, and 陳孟志. "The Relationship Between Transformational Leadership, High-Performance HR Practice and Line Staff Service Behavior – Take Tourism Industry For Example." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/wq4rn6.
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碩士<br>國立中山大學<br>人力資源管理研究所<br>104<br>As travel population grows worldwide, there is an increasing demand for professional talents. According to a report by the World Travel and Tourism Council, the ratio of travel industry to GDP in Northeast Asia would run ahead of the rest of the word by 2022. And according to the statistics by the Tourism Bureau of the Executive Yuan in 2014, the various domestic travel indexes have shown a stable rising trend in the past three years. So, this study will pay attention to this social situation and discuss the import factors that influence personnel performance in the tourism sector, in particular the effect of high-level travel industry leaders on the front-line service staff.
A random sampling questionnaire survey was conducted in this study, which falls into two levels. There are 300 respondents, including the high-level managers of 50 national conglomerate travel agencies or branches at the organizational level and other the front-line service staff of these organizations at the individual level, were interviewed, aimed at discussing the relationship between transformational leadership, high-performance human resource practice, perceived organizational support and front-line service behavior. Then, this research would use several statistical analyses, including descriptive statistic, factor analysis, reliability and validity test, one-way ANOVA, linear regression and hierarchical linear modeling (HLM), were carried out on the data collected.
The research result shows that by means of transformational leadership and high-performance human resource practice, the high-level travel industry leaders can enable the front-line staff to positively affect perceived organizational support, and then effectively influence the front-line service behavior, so that the staff’s in-role and extra-role behaviors should be in accordance with enterprise objectives and missions at work. Therefore, the contribution of this study is that it can bring it home to the travel industry that enabling the front-line staff to enhance perceived organizational support can positively affect the front-line service behavior. In addition, the enhancement of perceived organizational support relies on high-level leaders’ transformational leadership and high-performance human resource practice, which could help achieve a win-win situation between an enterprise and its members.
Books on the topic "High-Performance HR practices"
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Guest, David E. HRM and the Worker. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0007.
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This article reveals two ‘ideal type’ approaches to HRM that address the issue of control of workers in rather different ways. The ‘high-commitment’ model appears to cede control to employees by emphasizing self-control alongside but also as a means of generating high commitment. The ‘performance management’ model allows managers to retain control and uses HR practices as a means of directing workers' efforts more effectively. The former emphasizes intrinsic control and intrinsic rewards; the latter emphasizes external control and extrinsic rewards. Attempts have been made to integrate elements of these two contrasting approaches. At a strategic level, this might be achieved through the concept of flexibility.
Book chapters on the topic "High-Performance HR practices"
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Dastmalchian, Ali, and Claudia Steinke. "High-Performance HR Practices in Healthcare in Canada." In Understanding Complex Systems. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55774-8_12.
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Jha, Ajeya, Ajay Dheer, Vijay Kumar Mehta, and Saibal Kumar Saha. "Inter-Relational Dynamics of Various HR Aspects in High Altitude Illness Attrition." In Innovative Management and Business Practices in Asia. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1566-2.ch006.
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The adverse health effects of high altitude are of considerable importance since they may seriously interfere with working efficiency of an organization that is actively involved with inescapable duties. The objective of the current study is to explore inter-relational dynamics of various HR aspects in HAIA. The HR aspects included are job delay, poor team, motivation, less leave, high working hours, poor decision making, personal stress, family stress, personal discomfort, uncertainty, poor relations, health, accidents, quality and performance. A decision-making trial and an evaluation laboratory have been used to explore the inter-relation dynamics of various factors of HR. The results indicate that personal stress has the highest impact priority which is followed by poor performance, poor team and motivation. Uncertainty, less leave, and high working hours has the least impact priority. It is also found that high working hours, less leave and poor health are the major causes whereas decrease in motivation and poor quality of work are the major results.
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Podder, Suplab Kanti. "Use Case Modeling for Industrial Human Resource Management Practices." In Advances in Systems Analysis, Software Engineering, and High Performance Computing. IGI Global, 2023. http://dx.doi.org/10.4018/978-1-6684-9809-5.ch011.
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Human resource management practices bring all the industrial experts under one umbrella and encourages them to work for common organizational goals. Industrial operations are the combination of technology, innovation, arts, management, and commerce. Industrial HRM practices are changing from time to time with consideration of changing business perspectives, technology, and competition. The principal motive of presenting the research initiative was to identify the changing scenario of industrial HRM practices over the last two decades that represented the use case modeling for the next generation entrepreneurs. The research outcomes are well connected to address the industrial HR issues in the area of engineering, data mining, and analysis for the development of object-oriented business operations.
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Bailey, Thomas, and Carola Sandy. "The Characteristics and Determinants of Organizational Innovation in the Apparel Industry." In Employment Practices and Business Strategy. Oxford University PressNew York, NY, 1999. http://dx.doi.org/10.1093/oso/9780195128598.003.0003.
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Abstract For several years, policymakers have advocated the adoption of work and human resource (HR) reforms, which are often called “high-performance” or “high-involvement” work organization. A growing number of reports, which systematically measure the effects of these practices, show that there are positive effects on quality, cost, financial performance, and productivity (Berg et al., 1996; Dunlop & Weil, 1996; Hustled & Becker, 1996; Ichniowski et al., 1997; Kocher & Oysterman, 1995; U.S. Department of Labour, 1993; Womack, Jones, & Roost, 1990). Yet despite the widespread enthusiasm, the diffusion of these apparently beneficial practices seems slow. Oysterman (1994) argued that nearly one-third of firms have made significant changes, but a 1996 review of the diffusion of HR innovations suggested that although a majority of firms have made some changes, “only a small percentage of businesses ... have adopted a full set of innovative work practices” (Ichniowski et al., 1996: 325). Furthermore, many of the firms that have made innovations often introduce reforms in a partial and truncated manner (Apple Baum & Bat, 1994; Basis, 1992), and history suggests that for many firms, reforms are short-lived (Bailey, 1993a).
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O’Neill, Bonnie S., and Todd Nilson. "Achieving High Performance Outcomes through Trust in Virtual Teams." In Encyclopedia of Human Resources Information Systems. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch001.
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Developing trust among team members is critical for achieving high performance outcomes. Recently, global business operations necessitated working in a team environment with colleagues outside traditional organizational boundaries, across distances, and across time zones. In this article, we discuss how human resource practices can support organizational initiatives when business operations mandate increased virtual teamwork. We examine the role of HR in enhancing relationship building and the development of trust among workers who may rarely, if ever, meet face-toface. Using research from teamwork, social exchange theory, and knowledge sharing, we discuss how four areas of human resources management—recruitment, training, performance appraisal, and compensation/reward— might combine with technology to facilitate the development of trust among virtual team members.
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Kumah, Peace, Winfred Yaokumah, and Charles Buabeng-Andoh. "Identifying HRM Practices for Improving Information Security Performance." In Research Anthology on Business Aspects of Cybersecurity. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3698-1.ch015.
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This article focuses on identifying key human resource management (HRM) practices necessary for improving information security performance from the perspective of IT professionals. The Importance-Performance Map Analysis (IPMA) via SmartPLS 3.0 was employed and 232 samples were collected from information technology (IT) professionals in 43 organizations. The analysis identified information security training, background checks and monitoring as very important HRM practices that could improve the performance of organizational information security. In particular, the study found training on mobile devices security and malware; background checks and monitoring of potential, current and former employees as of high importance but with low performance. Thus, these key areas need to be improved with top priority. Conversely, the study found accountability and employee relations as being overly emphasized by the organisations. The findings raised some useful implications and information for HR and IT leaders to consider in future information security strategy.
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Kumah, Peace, Winfred Yaokumah, and Charles Buabeng-Andoh. "Identifying HRM Practices for Improving Information Security Performance." In Research Anthology on Human Resource Practices for the Modern Workforce. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3873-2.ch024.
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This article focuses on identifying key human resource management (HRM) practices necessary for improving information security performance from the perspective of IT professionals. The Importance-Performance Map Analysis (IPMA) via SmartPLS 3.0 was employed and 232 samples were collected from information technology (IT) professionals in 43 organizations. The analysis identified information security training, background checks and monitoring as very important HRM practices that could improve the performance of organizational information security. In particular, the study found training on mobile devices security and malware; background checks and monitoring of potential, current and former employees as of high importance but with low performance. Thus, these key areas need to be improved with top priority. Conversely, the study found accountability and employee relations as being overly emphasized by the organisations. The findings raised some useful implications and information for HR and IT leaders to consider in future information security strategy.
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Hall, David. "Managing performance and absence." In Human Resource Management. Oxford University Press, 2012. http://dx.doi.org/10.1093/hebz/9780199605484.003.0011.
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This chapter describes the relevance and development of performance management. It starts by looking at the growth of performance management. It explore tThe relationship between human resources management (HRM) and managing performance is explored, by tracing the development and relationship of strategic HRM (SHRM) to performance through the influence of HR policies and high-performance work practices. The chapter also shows how performance management systems operate, including consideration of the main methods which are commonly applied as management interventions, such as performance appraisals. The last part of the chapter focuses on some key issues and challenges relating to performance management, introducing employee absence as and an area of performance that is under increasing scrutiny, employee absence.
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Sarıca, Pınar Yeşim, and Bahjat Kekhia. "How Do Human Resources Practices Affect the Performance of the Employees in Syria?" In Reskilling the Workforce in the Labor Market. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-3669-4.ch009.
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The purpose of this research is to analyses how HRM practices affect worker output in a high-pressure setting like the International Committee of the Red Cross (ICRC) in Syria. It contributes to literature by expanding the understanding of HRM. It provides useful insights and ideas for improving the efficiency of HRM procedures in businesses. This study highlighted the need for the ICRC to prioritize and invest in strong human resource management practices. Primary data was collected from ICRC employees through survey questionnaire. Findings show that HRM practices have a significant direct impact on the motivation and performance of ICRC employees. Meanwhile, psychological safety mediates the relationship between employee's motivation and employee's performance. On the other hand, employee's motivation partially mediates the relationship between HR Practices and employee's performance at ICRC.
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Bahuguna, P. C., and P. Kumari. "Strategic Human Resource Management & Organizational Performance." In Advances in Business Information Systems and Analytics. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-996-0.ch011.
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The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.
Conference papers on the topic "High-Performance HR practices"
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Dupriest, Fred E., and Samuel F. Noynaert. "Continued Advances in Performance in Geothermal Operations at FORGE Through Limiter-Redesign Drilling Practices." In IADC/SPE International Drilling Conference and Exhibition. SPE, 2024. http://dx.doi.org/10.2118/217725-ms.
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Abstract The continued application of physics-based limiter redesign workflow in the hard geothermal granite at the Utah FORGE project resulted in additional advances in hard rock practices and performance. The physics-based approach provided an effective framework to mitigate and address drill bit, geologic, trajectory, and downhole tool challenges and limitations. The advances were possible because the operating team was trained to understand how bit dysfunction and other non-bit limiters physically work, and had the knowledge required to mitigate these limiters in real-time or redesign to extend them when possible. In the final runs of the most recent well in the field, the ROP when rotating bent motors ranged from 150 ft/hr. to more than 300 ft/hr. and overall cumulative on-bottom rotating hours were reduced despite a more challenging, high angle well path with steering constraints. The paper covers the workflows and practices used to: Extend the safe WOB and RPM limits of bits beyond the industry's common practices in granite (65-70K lbs. and 250 RPM on 9.5" bits)Continue to expand the industry's understanding of the application of clear water drilling fluids to mitigate low drill rates caused by dilatant strengthening (bottom hole balling)Drill with RSS in granite to achieve a smooth curve to 65° inclination.Demonstrate practices for drilling a high angle tangent with a bent motor to achieve higher drill rates while still delivering borehole quality equaling or exceeding that of an RSS.Evaluate practices to reduce the large decline in ROP observed in early footage with all bits in hard formations. This represents the largest opportunity for additional performance gains in geothermal drilling. The paper incorporates both the specific practices implemented and the processes required to take a new operations team from initial project startup to record setting performance within the span of a single well (each FORGE well has been drilled by a different team). The authors’ intent in this and the previous paper, SPE 208798 (Dupriest and Noynaert, 2022), is to enable others to duplicate the gains at FORGE.
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Hornung, Severin, and Thomas Höge. "THE DARKSIDE OF IDIOSYNCRATIC DEALS: HUMANISTIC VERSUS NEOLIBERAL TRENDS AND APPLICATIONS." In International Psychological Applications Conference and Trends. inScience Press, 2021. http://dx.doi.org/10.36315/2021inpact097.
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"Theory-building on workplace flexibility is extended, based on a critical Human Resource (HR) systems framework and paradox (conflict) perspective on employee-oriented vs. capacity-oriented flexibility. Differentiated are variabilities in HR practices by: a) content (functional, temporal, spatial, numerical, financial); b) control (employer, employee); and c) creation (top-down, bottom-up). Hybrid types of bottom-up initiated and top-down authorized flexibility, idiosyncratic deals (i-deals), describe mutually beneficial, negotiated agreements on non-standard working conditions between employees and employer. If their real-world manifestations reflect idealized assumptions, however, remains obscure. Integrating institutional logics, HR systems embody values of humanistic ideals vs. neoliberal ideology: (1) individuation vs. individualism; (2) solidarity vs. competition; (3) emancipation vs. instrumentality. Reflecting these antipodes, construed ideal-type and anti-type i-deals facilitate: (a) self-actualization vs. self-reliance (needs vs. interests); (b) common good vs. tournament situations (triple-win vs. winner-take-all); (c) social transformation vs. economic rationalization (development vs. performance). In humanistic management theory, i-deals increase employee-oriented flexibility, but, in reality, risk being co-opted for economic rationalization and divisive labor-political power strategies. Antagonistic applications involve: humanization vs. rationalization goals; egalitarian vs. elitist distribution; relational vs. transactional resources; need-based vs. contribution-based authorization; procedural vs. distributive justice; supplementing vs. substituting collective HR practices. Instrumental adoption in high-performance work environments likely facilitates harmful internalizations as subjectification and self-exploitation."
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Priscila Porreca, Paloma, Mayara Jeronymo Uébe Mansur, Victor Paes Dias Gonçalves, Bárbara Vieira Bolckau Miranda, and Marlana Ribeiro Monteiro. "Effects of face mask use on exercise during the covid-19 pandemic: the principal component analysis (PCA)." In 7th International Congress on Scientific Knowledge. Biológicas & Saúde, 2021. http://dx.doi.org/10.25242/8868113820212386.
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The COVID-19 pandemic also raised questions about the practice of physical activity using a face mask and how this would affect breathing and performance. The aim of this study was to investigate the effects of using a tissue face mask recommended by the World Health Organization (WHO) on the variation of heart rate (HR), minute volume (VE), and muscle O 2 saturation (SO 2 m) parameters during performing the incremental load exercise and verifying the maximum time obtained at the end of the exercise. A 21-year-old male, 85 kg of total body mass and 1.68 m of height were selected. The individual performed an incremental load test to maximum exhaustion on the XT cycle ergometer (TRG Fitness ®️ ) in two moments: No mask -Control (C); Cloth Mask (CM). The individual was instructed to maintain a cadence of 61-65 rpm and every 2 minutes a load of 30.8 watts was added until maximum exhaustion. A ventilometer VO2 Pro (Cefise ®️ ) and a near infrared spectroscopy sensor (Moxy ®️ ) were used, placed in the vastus lateralis muscle of the right leg.Data were analyzed every 20% of the total time (20%, 40%, 60%, 80% and 100%) under conditions C and CM. The parameters of HR, VE and SO 2 m were monitored throughout the test and the data were statistically processed by a software (Origin Pro ®️ 3.226) using a multivariate analysis technique (Principal Component Analysis -PCA) to analyze interrelationships between the variables. In test condition C, an eigenvalue of 2.979 was observed with two variables (VE and SO 2 m) associated with greater variation (PC1). The maximum time obtained at the end of the test was 1535 seconds. In the CM condition, na eigenvalue of 2.881 was observed with two variables (HR and SO 2 m) associated with greater variation (PC1). The maximum time obtained at the end of the test was1330 seconds. It is concluded that the use of CM reduces VE variation, which may be associated with greater airflow resistance. The greatest variation observed in HR was due to the use of CM, impacting the delay in the appearance of the plateau. In addition, the use of a tissue mask recommended by the WHO reduces the maximum exercise time performed on the cycle ergometer in a healthy individual. These findings are useful for evaluating the effects of using CM in high-performance sports. Additional studies in the elderly and people with lung or heart disease are needed.
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Bernaciková, Martina, Jakub Mazúr, Martin Sebera, and Petr Hedbávný. "Monitoring Heart Rate Variability As A Biomarker Of Fatigue In Young Athletes." In 12th International Conference on Kinanthropology. Masaryk University Press, 2020. http://dx.doi.org/10.5817/cz.muni.p210-9631-2020-21.
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Purpose: Many high performance and especially top athletes are still at risk or suffer from total fatigue. Therefore, sports science seeks to develop an objective, sensitive and reliable method of early diagnosis of this fatigue (e.g. heart rate variability – HRV as a modern ob-jective method). The aim of the study was to evaluate whether the HRV monitoring could be a complementary diagnostic tool for overreaching / overtraining in young athletes. Already introduced “classical” indicators of HRV, such as spectral performance and its density in the established frequency ranges, are a part of athlete monitoring in the scope of overreaching prevention We were monitoring the heart rate variability parameters at three different phases of the year-long training cycle and to find out whether in one of these phases we could find athletes showing symptoms of overreaching. Methods: 48 young athletes (33 boys 14.8 ± 1.5 years, 15 girls 14.9 ± 1.7 years) were involved in the study, consisting of 38 boys and 10 girls. There were 15 swimmers (with training volume 9x 1.5‒2 hours a week), 12 artistic gymnasts (with training volume 9x 2‒2.5 hours a week) and 21 badminton players (with training volume 4x weekly 1.5‒2 hours a week). Monitoring was carried out in athletes in three training periods: at the end of the transition period, at the end of the prepared period, at the end of the competition period. Measurements were carried out in the morning. The DiANS PF8 system was used to measure the heart rate variability, the measurements were performed at five-minute intervals: lying-standing-lying. Time and spectral parameters of HRV were monitored. Results: Results of HRV in three periods (HR + rMSSD in lying). Boys: HR (61 ± 8, 64 ± 7, 64 ± 8), rMSSD (85 ± 64; 80 ± 54; 88 ± 59), TS (-0.56 ± 1.53; -0.87 ± 1.4; -0.42 ± 1.44). Girls: HR (65 ± 8; 64 ± 7; 65 ± 8), rMSSD (74 ± 37; 79 ± 35; 83 ± 43), TS (-0.58 ± 1.57; -0.72 ± 1.35); -0.18 ± 0.18). Statistically significant differences (at the significance level = 0.05) among sports were found in Kruskal-Walls ANOVAby Ranks: boys in LF-standing, HF standing, FV, SVB and TS; girls in HF-lying, HF-standing, rMSSD, TP-lying, TP-standing, FV, VA and TS. Conclusion: Monitoring of heart rate variability seems to be a practical tool for prevention of overtraining even in young age. To monitor heart rate variability, we recommend monitoring these parameters: RR, rMSSD, VA, SVB, TS.
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Murata, Yukimaro, Shigeo Satokawa, Ken-ichi Yamaseki, et al. "Development of the New NOx Reduction Catalyst With Hydrocarbons and the Cleanup Systems of Exhaust Gases for Lean-Burn Gas Engines." In ASME 1999 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 1999. http://dx.doi.org/10.1115/imece1999-0854.
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Abstract Development of cleanup technology for combustion waste is more and more necessary today. The emissions of stationary natural-gas-fueled engines can be purified by in-engine methods and by treatment of the exhaust gases. This paper describes the latter technologies. There are two conventional technologies for nitrogen oxides (NOx) reduction methods by the three-way catalyst and the selective catalytic reduction (SCR). The three-way catalyst operates only well within a narrow air-to-fuel ratio window, but when the exhaust gas is too lean, the NOx will not be removed. The SCR of NOx in exhaust gas has the advantage that the engine process itself does not have to be adapted and closely controlled as in case of extended lean-burn technologies. Ammonia or urea injected into the exhaust gas must be used as the reducing agent with conventional SCR system. However, the addition of a SCR system for the small or middle size cogeneration system, it would pose problems regarding cost and space for storage and injection of the reducing agent. Therefore, we have examining the catalyst which is able to reduce NOx with hydrocarbons (HC) containing in exhaust gas itself, and we developed the new HC-SCR catalyst. The de-NOx system using the HC-SCR catalyst has numerous advantages as follows: 1) Compactness and low cost: catalyst unit only 2) High efficiency: adaptation of lean-burn technology for engine operation 3) High performance: excellent catalytic activity and durability 4) Safeties: no use of ammonia as a reducing agent In this study, we report the catalytic activity of the new catalyst and propose a total cleanup system for exhaust gases of lean-burn gas engines. Alumina-supported silver (Ag/Al2O3) was used for the new catalyst. When the measurement was carried out with one reducing gas in the reactant gas each, propane and propane were most effective for NOx reduction, ethane and ethylene were secondly effective for NOx reduction. Practical test of the Ag/Al2O3 catalyst was carried out using a real exhaust gas from a 400 kW class lean-bum gas engine. The full-size catalyst was obtained by washcoating the catalyst powder on a metallic monolithic honeycomb substrate (size: 650 mm ϕ × 324 mmL, 200 cells/inch2). When the engine was operated at 400 kWe output, temperature of the exhaust gas was 762 K and GHSV was 17635 h−1. The NOx conversion was reached to 30% and the catalytic activity was maintained after the operation for more than 2000 hr. Conventional alumina-supported platinum (Pt/Al2O3) catalysts were mounted to exhaust gas line for cleanup test. The emission of CO and aldehydes was in the exhaust gas, but it could be highly removed by the Pt/Al2O3 catalyst. Practical tests of this catalyst were carried out using 300–400 kW class lean-burn gas engines. GHSV of these catalysts were about 50,000 h−1. The CO and aldehydes conversion were reached to more than 90% and the catalytic activities were maintained after the operation for about 10,000 hr.
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Krikor, Ara, Martin Sanderson, Lizeth Merino, et al. "Precise Engineering Design and Technology Integration Delivers the First Successful Shoe to Shoe Run that Enhanced Drilling Efficiency in Highly Intercalated Formations." In SPE/IADC Middle East Drilling Technology Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/202088-ms.
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Abstract Drilling highly intercalated formations with Polycrystalline Diamond Compact (PDC) bits has been a challenge in few Southern Iraqi Fields. The established drilling practice for the 17.5-in section has been a two-run strategy - Top section formation is mostly dolomite intercalated with anhydrite drilled with a Tungsten Carbide Insert (TCI) bit, then trip out of hole to change to a PDC bit and drill to section TD. The upper section comprises highly intercalated formations known to induce severe bit and BHA damage. The application of new Conical Diamond Elements (CDEs) backing up traditional PDC cutters on the bit blades had significantly improved bit durability in the bottom half of the section. The subsequent challenge was to apply this CDE technology onto an optimized PDC chassis and achieve a single run section thus eliminating a trip for bit change as well as improving overall Rate of Penetration (ROP) of the section. A Bit and drill string optimization exercise was initiated by the Technology Integration Center to develop a new PDC bit design that could deliver a shoe-to-shoe section. Analysis of offset well data highlighted the need for greater cutter redundancy on the bit to survive high impact loading and optimized cutter arrangement to minimize bit induced instability while drilling through intercalations with highly fluctuating rock strengths. A finite element analysis (FEA)-based modelling system was used to evaluate the dynamic behavior of multiple bit design configurations in various rock scenarios and narrow down to the optimum design for the challenge. The optimization exercise shortlisted a PDC bit design characterized by 8 Blades, 16-mm PDC cutters and CDEs backing-up the nose and shoulder PDC cutting structure. A detailed drilling parameter road map was also generated to ensure optimum drilling parameter application for shoe-to-shoe assurance. The new bit drilled the entire section in single run with a field record average on-bottom ROP of 20 m/hr which was a 11% improvement over the best offset performance with a two-bit strategy. In addition, a trip for bit change was eliminated. A minimum saving of 20 rig hours was realized thus reducing section time by almost one day compared to the offset wells. The bit was pulled out of hole with minor cutter damage indicative of efficient drilling dynamics and opportunities for further performance enhancement through improved parameter management, alternate drive systems and high torque drill pipes. This paper further will discuss how the technology integration and precise engineering design can solve complicated on bottom drilling problems and address the problematic challenges of drilling highly intercalated formations. This strategy enabled a significant time and cost saving compared to drilling the section conventionally.