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Journal articles on the topic 'High performance work practices'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Murphy, Glen D., and Greg Southey. "High performance work practices." Personnel Review 32, no. 1 (2003): 73–92. http://dx.doi.org/10.1108/00483480310454736.

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2

Posthuma, Richard A., Michael C. Campion, Malika Masimova, and Michael A. Campion. "A High Performance Work Practices Taxonomy." Journal of Management 39, no. 5 (2013): 1184–220. http://dx.doi.org/10.1177/0149206313478184.

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3

Naeem, Kamran, Liang Dapeng, Dilawar Khan Durrani, and Muhammad Adeel Anjum. "High-performance work practices versus work-role ambiguity." Human Systems Management 38, no. 2 (2019): 141–48. http://dx.doi.org/10.3233/hsm-180381.

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4

Ronda, Lorena, Andrea Ollo-López, and Salomé Goñi-Legaz. "Family-friendly practices, high-performance work practices and work–family balance." Management Research: The Journal of the Iberoamerican Academy of Management 14, no. 1 (2016): 2–23. http://dx.doi.org/10.1108/mrjiam-02-2016-0633.

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Purpose This paper aims to establish to what extent family-friendly practices and high-performance work practices are positively related to work–family balance and to identify the role played by job satisfaction and working hours as mediators of this relationship Design/methodology/approach We use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. To test the mediation mechanism implied by our hypotheses, we follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit and regression

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5

Kennedy, Liz. "Improving Organizational Performance Through High Performance Work Practices." Psihologia Resurselor Umane 5, no. 2 (2020): 99–101. http://dx.doi.org/10.24837/pru.v5i2.331.

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6

Avgoustaki, Argyro. ""High Performance Work Practices, Work Uncertainty, and Employee Overtime"." Academy of Management Proceedings 2013, no. 1 (2013): 13901. http://dx.doi.org/10.5465/ambpp.2013.13901abstract.

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7

Frenkel, Stephen J., and Byoung-Hoon Lee. "Do high performance work practices work in South Korea?" Industrial Relations Journal 41, no. 5 (2010): 479–504. http://dx.doi.org/10.1111/j.1468-2338.2010.00581.x.

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8

Kumar, Parveen. "Perceptual Effectiveness of High Performance Work Practices." Asian Journal of Management 9, no. 1 (2018): 623. http://dx.doi.org/10.5958/2321-5763.2018.00098.7.

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9

Camps, Joaquín, and Roberto Luna-Arocas. "High involvement work practices and firm performance." International Journal of Human Resource Management 20, no. 5 (2009): 1056–77. http://dx.doi.org/10.1080/09585190902850273.

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10

Ahmad, Mansoor, Muhammad Mustafa Raziq, Wali ur Rehman, and Matthew M. C. Allen. "High-performance work practices and organizational performance in Pakistan." International Journal of Manpower 41, no. 3 (2019): 318–38. http://dx.doi.org/10.1108/ijm-01-2019-0016.

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Purpose Research on the relationship between high-performance workplace practices (HPWPs) and organizational performance has largely focussed on western settings, limiting the knowledge of how these systems influence performance in other countries, including Pakistan. Universalistic assumptions underpin the HPWP paradigm; to examine the validity of these assumptions, the purpose of this paper is to study the links between HPWP and performance in Pakistan, a country with different cultural norms and institutional settings to those in which most research has been conducted. Design/methodology/ap

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11

Alatailat, Maher, Hamzah Elrehail, and Okechukwu Lawrence Emeagwali. "High performance work practices, organizational performance and strategic thinking." International Journal of Organizational Analysis 27, no. 3 (2019): 370–95. http://dx.doi.org/10.1108/ijoa-10-2017-1260.

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Purpose Drawing on a number of strategic management theories, the purpose of this paper is to explore the relationship between strategic thinking (in other words, systems perspective, focused intent, intelligent opportunism, thinking in time and hypothesis-driven analysis) and organizational performance. It also investigates whether the notion and content of high performance work practices, as identified in developed countries, can be used to amplify the effects of strategic thinking within the banking industry in a developing country. Design/methodology/approach Utilizing cross-sectional data

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12

Safavi, Homayoun Pasha, and Osman M. Karatepe. "High-performance work practices and hotel employee outcomes." International Journal of Contemporary Hospitality Management 30, no. 2 (2018): 1112–33. http://dx.doi.org/10.1108/ijchm-07-2016-0367.

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Purpose The purpose of this paper is to test career adaptability (CA) as an underlying mechanism linking high-performance work practices (HPWPs) to met expectations, creative performance and extra-role performance. Design/methodology/approach Data were obtained from 313 customer-contact employees two weeks apart in three waves in the hotel industry in Iran. The proposed relationships were tested via structural equation modeling. Findings Employees who perceive that management offers various HPWPs display elevated levels of CA. These employees in turn find that their jobs have met their expecta

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13

Cajander, Niko, and Arto Reiman. "High performance work practices and well-being at restaurant work." European Journal of Tourism, Hospitality and Recreation 9, no. 1 (2019): 38–48. http://dx.doi.org/10.2478/ejthr-2019-0005.

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AbstractThis study focuses on human resource management (HRM) and high performance work practices in small restaurants. Empirical material is collected through interviews aimed at individuals working in the restaurant industry. In the first phase of this study in 2010, ten employees were interviewed, and in the second phase in 2018, five of them were re-interviewed. In 2010, the interviewees were working as employees in a restaurant where well-being was constantly challenged during work. During the second round of interviews in 2018, the interviewees had continued their careers in the sector a

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14

Jeon, Hyangsuk, and Kyungmook Lee. "Corporate Governance and High Performance Work System." Korean Academy of Organization and Management 46, no. 4 (2022): 1–22. http://dx.doi.org/10.36459/jom.2022.46.4.1.

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This article examined the effects of corporate governance on the utilization of high performance work system (HPWS) and the magnitude of changes in HPWS practices over time. Based on extant research on HWPS and corporate governance, we derived three hypotheses. First, family firms are likely to utilize more HPWS practices than firms governed by professional managers are. Second, family firms are likely to utilize fewer HPWS practices than firms governed by professional managers. Third, firms governed by professional managers are more likely to change their HPWS practices than family firms. To

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15

Obeidat, Shatha M., Rebecca Mitchell, and Mark Bray. "The link between high performance work practices and organizational performance." Employee Relations 38, no. 4 (2016): 578–95. http://dx.doi.org/10.1108/er-08-2015-0163.

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Purpose – The purpose of this paper is to better understand the relationship between high-performance work practices (HPWP) and organizational performance through a multi-dimensional model of the relationship between HPWP and performance, which conceptualizes HPWP according to the ability, motivation and opportunity (AMO) framework. HPWP are conceptualized as HR practices capable of enhancing the AMO of employees to contribute to organizational performance. Design/methodology/approach – Data were collected from 118 Jordanian firms operating in the financial and manufacturing sectors. A questio

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16

Chaturvedi, K. R., and Preeti Vats. "Exploring Effectiveness level of High Performance Work Practices." Asian Journal of Management 9, no. 1 (2018): 559. http://dx.doi.org/10.5958/2321-5763.2018.00088.4.

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17

Sgobbi, Francesca, and Gian Carlo Cainarca. "High-Performance Work Practices and Core Employee Wages." ILR Review 68, no. 2 (2015): 426–56. http://dx.doi.org/10.1177/0019793914564967.

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18

BLASI, JOSEPH R., and DOUGLAS L. KRUSE. "U.S. High-Performance Work Practices at Century's End." Industrial Relations 45, no. 4 (2006): 547–78. http://dx.doi.org/10.1111/j.1468-232x.2006.00443.x.

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19

Gojny-Zbierowska, Milena. "SHAPING HIGH-PERFORMANCE WORK SYSTEMS THROUGH HRM PRACTICES." Journal of Positive Management 6, no. 4 (2016): 29. http://dx.doi.org/10.12775/jpm.2015.020.

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20

Mazhar, Rabia, Muhammad Adnan Sarwar, Muhammad Yousaf Malik, Muhammad Nazam, and Saman Mazhar. "Impact of High Performance Work Systems on Organizational Performance." International Journal of Asian Business and Information Management 11, no. 4 (2020): 16–28. http://dx.doi.org/10.4018/ijabim.2020100102.

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Today's business organizations require increased effectiveness and competitive advantage that can be achieved through High Performance Work Systems (HPWS). This study is proved the same effect in commercial banking sector of Pakistan through a quantitative research design using random sampling technique. A valid and reliable questionnaire tool was used to analyse the data through various statistical techniques. Employees' attitude concerning organizational performance influenced via various practiced HPWS measured in organizational commitment, job satisfaction, and employee turnover intention.

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21

Karatepe, Osman M. "High-performance work practices and hotel employee performance: The mediation of work engagement." International Journal of Hospitality Management 32 (March 2013): 132–40. http://dx.doi.org/10.1016/j.ijhm.2012.05.003.

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22

Aqdas, Ramaisa, and Nik Ab Halim Nik Abdullah. "High Performance Work System and Export Performance." Pakistan Journal of Humanities and Social Sciences 7, no. 2 (2019): 245–56. http://dx.doi.org/10.52131/pjhss.2019.0702.0084.

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This paper aims to propose a conceptual framework about the relationship between high performance work system practices and export performance. HPWS is expected to play a crucial role in organizational success. Thus, this paper proposed a framework for studying the relationship among four dimensions of HPWS such as recruitment and selection, performance management, compensation and rewards and training and development and export performance in Pakistan’s textile sector. Moreover, entrepreneurial orientation acts as the mediating factor among these variables. This framework is developed based o

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23

Tregaskis, Olga, Kevin Daniels, Linda Glover, Peter Butler, and Michael Meyer. "High Performance Work Practices and Firm Performance: A Longitudinal Case Study." British Journal of Management 24, no. 2 (2012): 225–44. http://dx.doi.org/10.1111/j.1467-8551.2011.00800.x.

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24

Cappelli, Peter, and David Neumark. "Do "High-Performance" Work Practices Improve Establishment-Level Outcomes?" Industrial and Labor Relations Review 54, no. 4 (2001): 737. http://dx.doi.org/10.2307/2696111.

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25

Brown, Michelle, Christina Cregan, and Isabel Metz. "High Performance Work Practices, Collective Quits and Workplace Cynicism." Academy of Management Proceedings 2018, no. 1 (2018): 13136. http://dx.doi.org/10.5465/ambpp.2018.13136abstract.

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26

Mariappanadar, Sugumar. "High Performance Sustainable Work Practices: Scale Development and Validation." Sustainability 14, no. 19 (2022): 12682. http://dx.doi.org/10.3390/su141912682.

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The study attempts to develop a high-performance sustainable work practices (HPSWP) scale. The multi-dimensional HPSWP scale with sustainability characteristics was validated using four different samples (Total N = 509). Exploratory and confirmatory factor analyses supported that the four dimensions (pro-environment, stakeholder compassion, ethics of care for well-being, and social consciousness) reflect different factors of the HPSWP construct. In alignment with the integrationist perspective of high-performance work practices, each of the dimensions of the HPSWP scale includes bundles of hum

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27

Martynov, Aleksey, and Zheng Jane Zhao. "High-performance work practices and knowledge creation in organisations." International Journal of Strategic Change Management 2, no. 2/3 (2010): 223. http://dx.doi.org/10.1504/ijscm.2010.034415.

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28

Cappelli, Peter, and David Neumark. "Do “High-Performance” Work Practices Improve Establishment-Level Outcomes?" ILR Review 54, no. 4 (2001): 737–75. http://dx.doi.org/10.1177/001979390105400401.

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29

McAlearney, Ann Scheck, and Julie Robbins. "Using High-Performance Work Practices in Health Care Organizations." Journal of Nursing Care Quality 29, no. 2 (2014): E11—E20. http://dx.doi.org/10.1097/ncq.0b013e3182a813f3.

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30

Kalleberg, Arne L., Peter V. Marsden, Jeremy Reynolds, and David Knoke. "Beyond Profit? Sectoral Differences in High-Performance Work Practices." Work and Occupations 33, no. 3 (2006): 271–302. http://dx.doi.org/10.1177/0730888406290049.

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31

Gill, Carol, and Denny Meyer. "Union presence, employee relations and high performance work practices." Personnel Review 42, no. 5 (2013): 508–28. http://dx.doi.org/10.1108/pr-07-2011-0117.

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32

Nadeem, Sadia, Mishal Raza, Neelab Kayani, Amna Aziz, and Dure Nayab. "Examining cross-cultural compatibility of high performance work practices." International Business Review 27, no. 3 (2018): 563–83. http://dx.doi.org/10.1016/j.ibusrev.2017.10.006.

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33

ARMSTRONG, CLAIRE, PATRICK C. FLOOD, JAMES P. GUTHRIE, SARAH MACCURTAIN, and THADDEUS MKAMWA. "SHOULD HIGH PERFORMANCE WORK SYSTEMS INCLUDE DIVERSITY MANAGEMENT PRACTICES?" Academy of Management Proceedings 2008, no. 1 (2008): 1–6. http://dx.doi.org/10.5465/ambpp.2008.33663141.

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34

Wang, Shuhong, Xiang Yi, John Lawler, and Mingrui Zhang. "Efficacy of high-performance work practices in Chinese companies." International Journal of Human Resource Management 22, no. 11 (2011): 2419–41. http://dx.doi.org/10.1080/09585192.2011.584406.

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35

Choi, Hyung Jin, Ah-Young Lee, and Sang-Min Lee. "High-Performance Work Systems and Innovation: The Moderating Effect of Low-Performance Management Practices." Korean Academy of Management 32, no. 1 (2024): 57–82. http://dx.doi.org/10.26856/kjom.2024.32.1.57.

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Today, many organizations are pursuing innovation in order to survive in a rapidly changing environment. As a result, based on resource-based theory, organizations are introducing various human resource management practices for the growth of workers toward innovation. However, the resulting effect has not been the same for each company. This is because not enough consideration has been given to the relationship between the newly established human resource management practices and the existing practices of the company. The synergy effect of human resour

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36

Addison, John T. "THE DETERMINANTS OF FIRM PERFORMANCE: UNIONS, WORKS COUNCILS, AND EMPLOYEE INVOLVEMENT/HIGH-PERFORMANCE WORK PRACTICES." Scottish Journal of Political Economy 52, no. 3 (2005): 406–50. http://dx.doi.org/10.1111/j.0036-9292.2005.00351.x.

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37

Lee, Hwanwoo, Steve Werner, and Tae-Yeol Kim. "High performance work systems and organization attraction." Employee Relations 38, no. 5 (2016): 682–702. http://dx.doi.org/10.1108/er-08-2015-0165.

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Purpose – The purpose of this paper is to test the effect of human resource systems on organization attraction. Furthermore, the authors theorize and test how the vocational interests of prospective employees can serve as boundary conditions that affect the relationship between high-performance work systems (HPWS) and organization attraction. Design/methodology/approach – To achieve these ends, this study conducts a scenario-based experiment with prospective employees to examine the effects of HPWS and vocational interests on organization attraction. Findings – The authors demonstrated that HP

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38

Garg, Naval. "High performance work practices and organizational performance-mediation analysis of explanatory theories." International Journal of Productivity and Performance Management 68, no. 4 (2019): 797–816. http://dx.doi.org/10.1108/ijppm-03-2018-0092.

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PurposeAlthough high-performance work practices (HPWPs) are considered to have a strong influence over organizational performance, researchers are not unanimous about the exact mechanism through which the impact of HPWS transcends to organizational performance. The purpose of this paper is to explore two explanatory theories (job characteristics theory and psychological impact theory) of HRM and examine their possible mediation effect on the relationship between HPWPs and organizational performance.Design/methodology/approachStructural equation modeling was used to examine the mediation effect

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39

Dwita Setiyani and Ade Irma Anggraeni. "High Performance Work Practices Method Using Human Performance Technology: Systematic Literature Review." International Journal of Education, Vocational and Social Science 3, no. 03 (2024): 54–67. https://doi.org/10.63922/ijevss.v3i03.959.

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Performance appraisal is an activity conducted by groups or individuals in a company with the aim of evaluating employee performance based on specific indicators. The purpose of this evaluation is to determine the level of employee performance, provide fair job opportunities, and enhance employee motivation and performance. The objective of this research is to review the literature that employs the Systematic Literature Review (SLR) method, while considering several aspects such as previous research on employee performance appraisal and human performance technology. Initially, the search was l

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40

Garg, Naval, and Bijender Kumar Punia. "Developing high performance work system for Indian insurance industry." International Journal of Productivity and Performance Management 66, no. 3 (2017): 320–37. http://dx.doi.org/10.1108/ijppm-06-2015-0082.

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Purpose Modern age witnessed an exponential growth of high performance work practices (HPWPs) at workplace. This phenomenal increase in quest of performance excellence has fascinated both researchers and practitioners. The purpose of this paper is to develop a conceptual model of HPWPs for insurance companies of India. Design/methodology/approach A structured questionnaire comprising of 35 HPWPs with a five-point rating scale has been used. Model is based on two important paradigm of HR practices – employees’ awareness and perception for HPWPs. Factor analysis is followed by confirmatory facto

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41

Ogbonnaya, Chidiebere Ndukwe, and Karina Nielsen. ""Transformational Leadership, High Performance Work Practices, and an Effective Organization"." Academy of Management Proceedings 2016, no. 1 (2016): 11152. http://dx.doi.org/10.5465/ambpp.2016.11152abstract.

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42

Gibbs, Tanya, and Nicholas J. Ashill. "The effects of high performance work practices on job outcomes." International Journal of Bank Marketing 31, no. 4 (2013): 305–26. http://dx.doi.org/10.1108/ijbm-10-2012-0096.

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43

McNabb, Robert, and Keith Whitfield. "Job Evaluation and High Performance Work Practices: Compatible or Conflictual?" Journal of Management Studies 38, no. 2 (2001): 293–312. http://dx.doi.org/10.1111/1467-6486.00237.

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44

Luna‐Arocas, Roberto, and Joaquín Camps. "A model of high performance work practices and turnover intentions." Personnel Review 37, no. 1 (2007): 26–46. http://dx.doi.org/10.1108/00483480810839950.

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45

Kroon, B., K. van de Voorde, and M. van Veldhoven. "Cross‐level effects of high‐performance work practices on burnout." Personnel Review 38, no. 5 (2009): 509–25. http://dx.doi.org/10.1108/00483480910978027.

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46

Brinck, Karla, Sina Otten, and Sven Hauff. "High‐Performance Work Practices and Job Satisfaction: Gender's Moderating Role." European Management Review 16, no. 2 (2019): 333–45. http://dx.doi.org/10.1111/emre.12348.

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47

Bayo-Moriones, Alberto, and Javier Merino-Dı́az de Cerio. "Quality management and high performance work practices: Do they coexist?" International Journal of Production Economics 73, no. 3 (2001): 251–59. http://dx.doi.org/10.1016/s0925-5273(01)00089-5.

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48

White, Michael, Stephen Hill, Patrick McGovern, Colin Mills, and Deborah Smeaton. "'High-performance' Management Practices, Working Hours and Work-Life Balance." British Journal of Industrial Relations 41, no. 2 (2003): 175–95. http://dx.doi.org/10.1111/1467-8543.00268.

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49

Punia, B. K., and Naval Garg. "High performance work practices: An overview ofawareness and effectiveness level." JIMS8M: The Journal of Indian Management & Strategy 19, no. 3 (2014): 9. http://dx.doi.org/10.5958/0973-9343.2014.01231.9.

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50

Jaiswal, Deepakshi, and Akansha Tyagi. "Effect of high performance work practices on service innovative behavior." Tourism Review 75, no. 2 (2019): 382–401. http://dx.doi.org/10.1108/tr-07-2018-0101.

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Purpose This study aims to provide a holistic model for high performance work practices (HPWPs), work engagement (WE), job autonomy (JA) and service innovative behavior (SIB) of employees in hotel industry, taking social exchange theory as the base of the study. The present study examined the effect of HPWPs on hotel employees’ SIB, mediated by WE. This study further examined the moderating role of JA on the relationship between WE and SIB. Design/methodology/approach The study was conducted in both the Garhwal and Kumaon Himalayan regions, Uttarakhand state, India. Using convenience sampling

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