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Relevant bibliographies by topics / High performance work systems (HPWS)

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Academic literature on the topic 'High performance work systems (HPWS)'

Author: Grafiati

Published: 10 September 2021

Last updated: 4 February 2022

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Journal articles on the topic "High performance work systems (HPWS)"

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Pichler, Shaun, Arup Varma, Andrew Yu, Gerard Beenen, and Shahin Davoudpour. "High performance work systems, cultures and gender demography." Employee Relations 36, no. 6 (September 30, 2014): 693–707. http://dx.doi.org/10.1108/er-11-2013-0165.

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Purpose – The purpose of this paper is to develop and test hypotheses about the independent relationships between high-performance work systems (HPWS) and high-performance work cultures (HPWC) and employee turnover. Given the growth of women in the workforce, the authors also develop competing predictions about how organizational gender demography (i.e. a higher percentage of women) may either strengthen or weaken the relationship of HPWSs to turnover. Design/methodology/approach – A survey of 171 human resource (HR) executives across organizations of various sizes and industries in the Chicago metropolitan area in the USA was conducted. Findings – The authors found that HPWS and HPWC are associated with lower turnover, though the relationship between HPWC and turnover was stronger. Results also indicate that HPWS are more strongly related to lower turnover among organizations that employ relatively more women. Research limitations/implications – The results indicates that HPWS may not be universalistic in terms of their effectiveness specifically as related to turnover. This was a cross-sectional study; it would be useful for future research to use a longitudinal research design. Practical implications – The findings suggest that organizations should consider how their cultures, use of high-performance work practices, and gender demography are related to important HR metrics such as turnover. Social implications – This paper represents an important contribution to understanding the importance and implications of changes in the workforce demographic characteristics. Originality/value – This is the first study to integrate an organizational demography perspective with HPWS.

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Liu, Fang, Irene Hau-Siu Chow, and Man Huang. "High-performance work systems and organizational identification." Personnel Review 49, no. 4 (November 13, 2019): 939–55. http://dx.doi.org/10.1108/pr-10-2018-0382.

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Purpose Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID). Design/methodology/approach Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data. Findings Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice. Originality/value This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.

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Lee, Hwanwoo, Steve Werner, and Tae-Yeol Kim. "High performance work systems and organization attraction." Employee Relations 38, no. 5 (August 1, 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 HPWS is an important feature for organization attraction. Despite the generally positive linkage between HPWS and organization attraction, the most important implication of the findings is that job applicants also have an important role in responding to the features being used by a firm to attract applicants through HPWS. For example, potential job applicants with higher (rather than lower) social vocational interests are more likely to be attracted to the HPWS of firms. Research limitations/implications – This study has limitations that must be considered. In particular, the authors treated HPWS as a unidimensional construct. Given the study design, it is unclear whether the attraction effects are driven by HPWS as a whole or whether they are being driven by any single or multiple component(s) of the system. Future research needs to consider examining how specific practices are matched with specific vocational interests by using multiple scenarios where they bundle different high-performance work practices. Doing so would further the understanding of which specific practices affect attraction and for whom. Originality/value – This study contributes to the authors’ knowledge of the effects of HPWS on organization attraction. In addition, job applicants’ social vocational interest plays an important role in strengthening the relationship between HPWS and organization attraction.

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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 (October 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. The study revealed that reward system and selective staff are not aligned to employee attitude. Overall the study depicts that conventional banks are incapable to adopt HPWS practices in adequate, satisfactory, worthwhile, dynamic, and advantageous way. Additionally, short courses on career planning and development could spur colossal organizational growth among conventional banks in Faisalabad, Pakistan.

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Do, Hoa, and Helen Shipton. "High-performance work systems and innovation in Vietnamese small firms." International Small Business Journal: Researching Entrepreneurship 37, no. 7 (July 24, 2019): 732–53. http://dx.doi.org/10.1177/0266242619863572.

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This article examines the interplay between high-performance work systems (HPWS) and the innovation of Vietnamese small and medium sized enterprises (SMEs). Our conceptual model relies on the componential theory of creativity along with HPWS, learning goal orientation (LGO), and creativity and innovation to hypothesise both mediation and moderation mechanisms linking such a relationship. Using a sample of 133 SMEs, we find that (a) employee creativity mediates the pathway between HPWS and firm innovation and (b) LGO moderates the HPWS–employee creativity relationship. This article casts new light on the theoretical mechanism through which HPWS influence firm innovation and add to the understanding of HPWS within SMEs placing employees at the centre of debate.

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Ananthram, Subramaniam, Matthew J. Xerri, Stephen T. T. Teo, and Julia Connell. "High-performance work systems and employee outcomes in Indian call centres: a mediation approach." Personnel Review 47, no. 4 (June 4, 2018): 931–50. http://dx.doi.org/10.1108/pr-09-2016-0239.

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Purpose The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being.

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Lee, Gyeonghwan, Myeongju Lee, and Yoonhwan Sohn. "High-Performance Work Systems And Firm Performance: Moderating Effects Of Organizational Communication." Journal of Applied Business Research (JABR) 33, no. 5 (August 30, 2017): 951–62. http://dx.doi.org/10.19030/jabr.v33i5.10018.

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This study examines the relationship between high-performance work systems (HPWS) and organizational performance and how the relationship differs by type of communication within organizations. Using data on publicly traded manufacturing firms in Korea from the Human Capital Corporate Panel survey, we find that HPWS are positively related to organizational performance, and importantly, this relationship varies by the level of vertical and horizontal communication. The positive effect of HPWS on organizational performance is more apparent when vertical and horizontal communications are relatively high. These results emphasize the role of internal communication as an important organizational context for the implementation of HPWS.

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Kundu, Subhash C., and Neha Gahlawat. "High performance work systems and employees’ intention to leave." Management Research Review 39, no. 12 (December 12, 2016): 1587–615. http://dx.doi.org/10.1108/mrr-04-2015-0088.

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Purpose This paper aims to advance the research on relationship between high performance work systems (HPWS) and employees’ intention to leave by examining the mediating role of trust, motivation and organizational citizenship behaviour. Design/methodology/approach Primary data based on 563 respondents were analysed to investigate the relationship between HPWS, employee outcomes and employees’ intention to leave. Statistical techniques like confirmatory factor analysis, correlations, regression and bootstrapping were used to analyse the data. Findings The study has revealed that the application of HPWS in the form of rigorous staffing, extensive training, performance-based appraisal and compensation, employee relations, self-managed teams, flexible work arrangements and empowerment results in enhanced employee work-related outcomes and decreased intention to leave among employees. The results have indicated that the relationship between HPWS and employees’ intention to leave is serially mediated by employee outcomes. Practical implications The study gives strong indications that investments in creating bundles of high performance HR practices will enhance the value of the human capital by eliciting favourable employee attitudes and behaviours and therefore will prove beneficial for the organizations operating in India. Originality/value This study has attempted to provide new insights in the underlying mechanism existing in the relationship between HPWS and employees’ intention to leave by using multiple mediators in sequence.

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García-Chas, Romina, Edelmira Neira-Fontela, and Concepción Varela-Neira. "High-performance work systems and job satisfaction: a multilevel model." Journal of Managerial Psychology 31, no. 2 (March 14, 2016): 451–66. http://dx.doi.org/10.1108/jmp-04-2013-0127.

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Purpose – The purpose of this investigation is to analyze the role of perceived organizational support (POS) and intrinsic motivation in the relationship between high-performance work systems (HPWS) and job satisfaction. Design/methodology/approach – The sample used in this study consists of 180 engineers from 25 companies. The model entails a cross-level moderated mediation process that was tested using multilevel structural equation modeling. Findings – This research shows that the effect of HPWS via POS on job satisfaction is stronger among engineers with low intrinsic motivation than engineers with high intrinsic motivation. Practical implications – Given the findings of this paper, organizations are advised to consider the importance of HPWS perceptions and intrinsic motivation to help strengthen engineer satisfaction. Originality/value – This is the first study to provide evidence for the mediating effect of POS in the relationship between employees’ shared perceptions of the HPWS implemented at their companies and their job satisfaction, and the moderating role of employee intrinsic motivation in the relationship between POS resulting from HPWS and job satisfaction.

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Wang, Zhen, and Haoying Xu. "How and when service-oriented high-performance work systems foster employee service performance." Employee Relations 39, no. 4 (June 5, 2017): 523–40. http://dx.doi.org/10.1108/er-07-2016-0140.

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Purpose The purpose of this paper is to investigate how and when service-oriented high-performance work systems (HPWS) impact employees’ service performance. Design/methodology/approach Survey data was obtained from 568 frontline service employees and their supervisors across 92 branches of a large bank in China. The hypotheses were tested with hierarchical linear modeling. Findings The results suggested that service-oriented HPWS affected employee service performance via its simultaneous impact on employees’ service ability, customer orientation, and service climate perception. Moreover, the indirect effects of HPWS on service performance via service ability and customer orientation were significant only when service-oriented HPWS consensus was high. Practical implications To elicit employees’ provision of excellent service, organizations should invest in service-oriented HRM practices to improve all of their service ability, customer orientation, and service climate perception, making them able to, willing to, and having the chance to perform high-quality service performance. Organizations should also pay attention to the variability in employees’ HRM perceptions within the same group. Originality/value The research contributes to the extant literature by presenting a more complete understanding of how service-oriented HPWS elicits employee service performance, and when this HPWS is and is not effective.

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Dissertations / Theses on the topic "High performance work systems (HPWS)"

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Leffakis, Zachary M. "The Effects of High Performance Work Systems on Operational Performance in Different Manufacturing Environments: Improving the “Fit” of HRM Practices in Mass Customization." University of Toledo / OhioLINK, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1250604411.

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Murashkin, Maxim, and Johanna Tyrväinen. "The black box of human resources: The effect of high performance work systems on organizational commitment, work engagement and intention to leave." Thesis, Umeå universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-161375.

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Employee attrition is a critical issue for organizations as retaining the best professional talent and controlling the costs linked to losing and employing new employees is a costly process. This is especially true for small and medium-sized enterprises that have limited resources and where every individual employee is a big part of the collective effort of the company. It has been argued that in most organizations the utility of human resources is not maximized and that investments in the right human resource practices would provide returns that exceed the costs. The unclear relationship between human resource practices and performance is commonly referred to as ‘the black box' of human resource management. Human resource practices are conceptualized differently in the literature and one of the most popular views states that practices should support and synergize with each other and that a combined implementation of practices leads to better results. This concept is often referred to as high performance work systems (HPWS) which is designed to enhance employee effectiveness. Based on the research of HPWS, the AMO-framework was introduced to better explain the linkage between human resources management and organizational performance. The framework is based on the idea that employees will perform better when they are able to do so (Ability), when they possess the motivation to do so (Motivation), and when their work environment provides the necessary support (Opportunity). Due to the lack of research of the AMO-framework in Scandinavian countries, the purpose of this quantitative study is to tests the relationship between the AMO-framework, intention to leave and the two constructs of organizational commitment and work engagement. Based on the purpose, a research question for this study is addressed as follows: What is the impact of Ability, Motivation and Opportunity HR-practices on organizational commitment, work engagement and employees' intention to leave? The sample consisted of a total of 95 employees from various small and medium-sized enterprises in Sweden. The empirical findings suggest that even though the AMO-framework does not impact employees' intention to leave directly, the individual dimensions of Ability and Motivation might do so indirectly through the constructs of organizational commitment and work engagement. These findings highlight the importance of the impact of the AMO framework on the above-mentioned constructs. Furthermore, this study contributes to the studies on human resource management in SMEs by providing more insight for the owner-managers on how to wisely invest in human resources in order to decrease employee attrition.

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Binjabi, Hayam. "Exploration of the impact of institutional factors on actors in the implementation of effective high performance work system." Thesis, Brunel University, 2014. http://bura.brunel.ac.uk/handle/2438/13869.

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The current volume of research in the field of High Performance Work Systems (HPWS) is focused on identifying the factors, which influence their effectiveness. The realisation that there is a need to move forwards from the structural aspects of HPWS towards understanding their implementation has led to two new sectors of research. The first sector is investigating the role of actors in implementation using aspects such as cross functionality, shared responsibility and interaction. Another sector is investigating the impact of contextual factors on the implementation of HPWS. This research has combined the two sectors and looks at the implementation of HPWS from the perspectives of both the actors and the environment. This research investigates how the interaction between actors affects the implementation of HPWS. Also how internal and external institutional factors affect this interaction as well as the implementation. This research is qualitatively based on an interpretivist paradigm. Case study research design was used to conduct the research. Two Saudi Arabian banks were selected as case studies. Data was collected using 54 semi-structured interviews and 61 focus group interviews. Data about implementation and the impact of institutional factors was obtained through semi-structured interviews with human resource managers, line managers and senior managers. Data about employee outcomes was obtained using focus group interviews with the employees. This research finds evidence of conflict between the intended and actual outcomes of HPWS in the Saudi banking sector due to institutional pressures. This research contributes and extends the growing body of research on HPWS implementation by including the interaction of actors and accounting for institutional pressures. The finding highlights that the combination of these two factors are contextual institutional conductors and contribute to diversity in the implementation of HPWS practices. The managerial benefit of this research is that its model can help practitioners to improve their social interaction conditions for better performance.

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Arendse, Lenwhin. "Understanding the association between high performance work systems andorganisational performance." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52434.

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Understanding the relationship between high performance work systems (HPWS) and organisational performance is becoming increasingly important to gain and sustain a competitive advantage. In the current challenging economic climate, organisations are facing major challenges to do more with less. Thus, the investments in resources such as people are increasingly under scrutiny to provide returns on investment. HPWS have been positively associated with organisational performance, but organisations are not reaping the full benefits of HPWS. Both managers as well as HR professionals can gain from a deeper understanding of HPWS and the link to organisational performance. The research investigated HPWS through the use of semi-structured interviews. The ten respondents were all highly experienced, senior HR professionals who provided valuable insights and opinions into the complex relationship between HPWS and organisational performance. The valuable insights and experiences, shared by the respondents, allowed for the development of a management model of the organisational factors that influence the effectiveness of HPWS. The results of the research could contribute to managers and HR professionals in contributing to the management of HPWS.
Mini Dissertation (MBA)--University of Pretoria, 2015.
sn2016
Gordon Institute of Business Science (GIBS)
MBA
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Okhawere, Paulson Young Ofenimu. "High performance work systems and workplace safety : a multilevel approach." Thesis, Aston University, 2016. http://publications.aston.ac.uk/30083/.

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Research in workplace safety has focused on either the physical approach that emphasizes ergonomic design of the environment and work-related equipment, an environmental approach that emphasizes potential hazards such as noise, toxins, and temperature, or a behavioural approach that emphasizes changing employee behaviours that are deemed to be responsible for workplace incidents such as accidents, injuries, fatalities, and safetyrelated events. I built on this research (i) to develop and validate an HPWS for safety scale, and (ii) to propose and test a model of processes through which unit level HPWS for safety influence individual level safety outcomes. This thesis reports the findings of four studies. Three of these studies focused on the development and validation of an HPWS for safety scale while the fourth study used the validated scale to examine the processes through which HR practices influence workplace safety. Data were analyzed using multilevel structural equation modelling (MSEM) with Mplus version 7.3. The findings revealed that (i) experienced HPWS for safety directly relates to safety behaviours and also indirectly through safety knowledge and safety motivation, (ii) experienced HPWS for safety relates to both safety-specific events and workplace injuries through a mediational chain of safety knowledge and safety compliance, (iii) experienced HPWS for safety relates to workplace injuries through a mediational chain of safety knowledge and safety initiative, (iv) experienced HPWS for safety relates to both safety-related events and workplace injuries via safety motivation and safety compliance, (v) the use of HPWS for safety significantly related to unit safety climate, (vi) the use of HPWS for safety significantly related to experienced HPWS for safety while unit-level safety climate moderated the safety knowledge-safety compliance relationship. Lastly, the findings provide support for the psychometric properties of the scale. I also discussed the theoretical and practical implications of the findings, highlighted the study’s strengths and limitations, and then mapped out some directions for future research.

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Do, Hoa. "High-performance work systems and organisational performance : evidence from the Vietnamese service sector." Thesis, Aston University, 2017. http://publications.aston.ac.uk/30340/.

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Despite the plethora of research scrutinising the role of high performance work systems (HPWS) in enhancing organisational performance, there is little consensus about the structure of these systems and processes underlying its relationship to organisational and individual outcomes. This research therefore advances the existing literature by conducting a more in-depth study of how and why HPWS relate to organisational performance. In particular, I adopt the mixed methods approach to uncover unexplored issues regarding the efficacy of HPWS on organisational performance. The qualitative phase of research examines managers‟ perceptions of HPWS in Vietnamese service organisations, based on a sample of 17 semi-structured interviews as many firms. The interview protocol is deployed as a rough guide to the discussion, and the data are analysed through content analysis. The findings demonstrate that HPWS have been pursued and valued by Vietnamese organisations. The interviewees help to conceptualise the construct of HPWS in the Vietnamese context and provide evidence that the use of HPWS impacts both employee outcomes (e.g., employee attitudes, behaviours, creativity, productivity), and organisational performance (e.g., firm growth, profit growth and market performance). The evidence also establishes a linkage between HR practices and organisational innovation. Despite the small sample size, the in-depth data reveal useful insights regarding the prevalence of HPWS in the Vietnamese context and form the foundation for validating a scale for HPWS for the research context. The quantitative phase of research develops a multilevel model of how HPWS influences both individual- and firm-level performance, based on self-determination theory, AMO theory and componential theory of creativity. Using a multilevel data set of 56 service firms (109 managers, 526 employees working with 153 supervisors), the M-plus software (Version 7.3) is adopted to test the hypothesized multilevel structural equation models. The findings demonstrate that the proposed hypotheses are mostly supported at the levels of analysis. At the firm-level, (1) collective human capital, climate for initiative and climate for psychological safety partially mediate the relationship between HPWS execution and firm-level innovation; and (2) the relationship between firm-level innovation and firm market performance is moderated by environmental uncertainty. At the individual-level, (1) trust in management and trust in supervisor partially mediate the relationship between HPWS perception and employee creativity; and (2) the relationship between trust in management and trust in supervisor and employee creativity is not positively moderated by employee psychological empowerment. At the cross-level, (1) HPWS execution positively influences HPWS perception; (2) the relationship between HPWS execution and trust in management, trust in supervisor is partially mediated by HPWS perception; (3) employee creativity, in turn mediates the relationship between trusts in management and supervisor, and firm-level innovation; (4) and firm-level innovation mediates the link between employee creativity and firm market performance. The findings highlight the importance of new mechanisms including mediating and moderating components (i.e., trusts in management and supervisor, creativity and environmental uncertainty) in the HPWS – performance relationship. By analysing the mixture of qualitative and quantitative data, the current study enriches our understanding of the underlying mechanisms through which HPWS influences organisational performance outcomes.

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Martinaityte, Ieva. "Leveraging employee creativity through high performance work systems : a multilevel perspective." Thesis, Aston University, 2014. http://publications.aston.ac.uk/24369/.

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Research has looked at single rather than a configuration of human resource management (HRM) practices to influence creativity so it is not yet clear how these practices synergistically facilitate creativity and organisational performance. I address this significant but unanswered question in a three-part study. In Study 1, I develop a high performance work system (HPWS) for creativity scale. I use Study 2 sample to test the validity of the new scale. In Study 3, I test a multilevel model of the intervening processes through which branch HPWS for creativity influences creativity and branch performance. Specifically, at the branch level, I draw on social context theory and hypothesise that branch HPWS for creativity relates to climate for creativity which, in turn, leads to creativity, and ultimately, to profit. Furthermore, I hypothesise environmental dynamism as a boundary condition of the creativity-profit relationship. At the individual level, I hypothesise a cross-level effect of branch HPWS for creativity on employee-perceived HPWS. I draw on self-determination theory and argue that perceived HPWS for creativity relate to need satisfaction and the psychological pathways of intrinsic motivation and creative process engagement to predict creativity. I also hypothesise climate for creativity as a cross-level moderator of the intrinsic motivation-creativity and creative process engagement-creativity relationships. Results of hierarchical linear modeling (HLM) indicate that ten out of the fifteen hypotheses were supported. The findings of this study respond to calls for HPWS to be designed around a strategic focus by developing and providing initial validity evidence of an HPWS for creativity scale. The results reveal the underlying mechanisms through which HPWS for creativity simultaneously influences individual and branch creativity leading to profit. Lastly, results indicate environmental dynamism to be an important boundary condition of the creativity-profit relationship and climate for creativity as a cross-level moderator of the creative process engagement-creativity.

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FONTINHA, ALEXANDRE SANTOS. "THE HIGH PERFORMANCE WORK SYSTEMS AND THE PSYCHOLOGICAL CONTRACTS AT WORK: WHAT DOES MOTIVATE A CONSULTING OPERATION?" PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2006. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=9550@1.

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Os eventos organizacionais dos últimos 10 anos - outsourcing, downsizing, reengenharia, aquisições, fusões, etc - estão desafiando os departamentos de Recursos Humanos tradicionais e as práticas executivas estabelecidas desde a metade dos anos de 1970 (John P. Morgan, 2001). Como conseqüência destas mudanças surgiu, em meados da década de 1990, uma abordagem inovadora conhecida como HPWS (High Performance Work Systems ou Sistemas de Trabalho de Alto Desempenho): Conjuntos de práticas de alto desempenho com a finalidade de selecionar, desenvolver e reter a força de trabalho, com habilidades, conhecimentos e competências superiores e motivá-la à aplicar seu know-how no local de trabalho. Verificou-se, entretanto, que o resultado da aplicação destas práticas poderia variar em função: da indústria, da cultura da organização, dos valores dos empregados, da estratégia da empresa, etc. Considerou-se razoável, então, observar a teoria sobre Contratos Psicológicos de Trabalho como uma das ferramentas necessárias à maior compreensão do tema. O entendimento das bases de um Contrato Psicológico traz a possibilidade de compreensão dos acordos implícitos da relação empregado/empregador, o que pode ajudar no estudo da influência destes em uma aplicação tradicional de HPWS. A razão da escolha, como cenário de estudo, de uma operação de consultoria é simples: operações de consultoria são, por sua natureza, ambientes complexos e possuidores de uma cultura forte e singular onde a utilização de HPWS é uma prática bastante conhecida, reunindo, portanto, todas as variáveis necessárias à observação do fenômeno. O objetivo principal desta dissertação, é, portanto, ratificar que os consultores pesquisados percebem a aplicação de cada HPWS de maneira distinta. Esta verificação é metodologicamente fundamental para que se possa seguir na busca de possíveis relações entre: a importância que cada consultor dá aos HPWS, os tipos predominantes de Contratos Psicológicos e a Cultura da Organização; objetivos secundários desta dissertação mas não por isso menos importantes desde o ponto de vista do autor.
The organizational events of the last 10 years - outsourcing, downsizing, reengineering, acquisitions, joint ventures, etc - are challenging the traditional HR and established executive practices since the decade of 1970 (John P. Morgan, 2001). As a consequence of these changes, an innovative approach was developed in the middle of 90´s, the HPWS (High Performance Work Systems): a group of high-performance practices with the objective of select, develop and retain the work-force with superior skills, knowledge and abilities, motivating them to the use of this know-how in the workplace. Although, verifying that these implementations could present different results, impacted by the industry, the organizational culture and strategy, etc, was reasonable to accept the theory about Psychological Contracts at Work as a necessary instrument to a deeply comprehension of the subject. To understand the basis of a Psychological Contract helps the comprehension of the implicit agreements built between the employer and the employee, what can help the study of the influence of these agreements in a traditional HPWS implementation. The reason of the choice of a consulting operation, as the environment of the survey, is simple: consulting operations are complex environments with a strong organizational culture where the utilization of HPWS is a usual aspect, resuming all necessary variables to the observation of the phenomenon. So, the primary objective of this dissertation is to verify if this evaluated group perceives the implementation of each HPWS in a different way. This verification is, methodologically speaking, a fundamental step to the search of possible relationships between: how important is each HPWS for these consultants, what is the predominant Psychological Contract in place and the typology of organizational culture, all secondary objectives of this dissertation but, from the point of view of the author, as important as the primary one.

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Preiksaitis, Michelle Kathleen Fitzgerald. "Servant Leaders' Use of High Performance Work Practices and Corporate Social Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2866.

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Business researchers have shown that servant leaders empower, provide long-term vision, and serve their workers and followers better than do nonservant leaders. High performance work practices (HPWPs) and corporate social performance (CSP) can enhance employee and firm productivity. However, when overused or poorly managed, HPWPs and CSP can lead to the business problems of employee disengagement, overload, or anxiety. Scholars noted a gap in human resource management research regarding whether leadership styles affect HPWPs and CSP use. This study examined the relationship between leadership style and the use of HPWPs and CSP, by using a quantitative, nonexperimental design. U.S. business leaders (N = 287) completed a survey consisting of 3 previously published scales. A chi-square analysis calculated the servant to nonservant leader ratio in the population, finding a disproportionate ratio (1:40) of servant (n = 7) to nonservant (n = 280) leaders. Two t tests showed that no significant difference existed in how servant and nonservant leaders use HPWPs or CSP. However, a multiple linear regression model showed that a leader's self-reported characteristics of empowerment, vision, or service positively predicted CSP use; empowerment positively predicted HPWPs use; service negatively predicted HPWPs use; and vision had no effect on HPWPs use. Findings may help human resource practitioners identify leaders who use HPWPs or CSP differently. Positive social change may occur by hiring more visionary, empowering, or service-oriented leaders who can support overwhelmed or anxious workers, potentially leading to more engaged and productive workers, and an increase in the use of positive CSP.

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Neumann, W. Patrick. "Production ergonomics : identifying and managing risk in the design of high performance work systems /." Lund : Univ, 2004. http://ebib.arbetslivsinstitutet.se/ext/patrick_neumann/production_ergonomics_identifying.pdf.

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Books on the topic "High performance work systems (HPWS)"

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Galloway, F. R. Impact of high performance work systems (HPWS) on first line supervisors and resulting strategies to facilitate successful supervisor role change. Oxford: Oxford Brookes University, 1995.

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Kumar, Pradeep. Rethinking high-performance work systems. Kingston, Ont: IRC Press, 2001.

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Kumar, Pradeep. Rethinking high-performance work systems. Kingston, Ont: IRC Press, 2000.

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James, McCalman, ed. High performance work systems: The Digital experience. London: Routledge, 1989.

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Rayner, Steven R. Recreating the workplace: The pathway to high performance work systems. Essex Junction, VT: O. Wight Publications, 1993.

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Duncan, Fisher Mareen, ed. The distributed mind: Achieving high performance through the collective intelligence of knowledge work teams. New York: AMACOM, 1998.

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IEEE/RAS-EMBS International Conference on Biomedical Robotics and Biomechatronics (1st 2006 Pisa, Italy). Proceedings of the first IEEE/RAS-EMBS International Conference on Biomedical Robotics and Biomechatronics: BioRob 2006 : understanding how biological systems work to guide the design of novel, high performance bio-inspired machines and to develop novel devices that can better act on, substitute parts of, and assist human beings : Pisa, Italy, February 20-22, 2006. Piscataway, N.J: IEEE, 2006.

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Buchanan, David A., and James Mccalman. High Performance Work Systems. Routledge, 2018. http://dx.doi.org/10.4324/9781351257800.

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High Performance Work Systems: The Digital Experience. Taylor & Francis Group, 2018.

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Appelbaum, Eileen. High-performance work systems ;: American models of workplace transformation. Economic Policy Institute, 1993.

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Book chapters on the topic "High performance work systems (HPWS)"

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Ratten, Vanessa, Joao J. Ferreira, and Cristina Fernandes. "High-Performance Management Work Systems." In Contributions to Management Science, 171–96. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-29458-8_11.

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Berber, Aykut, and Murat Yaslioglu. "Managing High Performance Work Systems and Organizational Performance." In Work Organization and Human Resource Management, 27–42. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-06376-8_2.

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Harley, Bill. "Hope or Hype? High-Performance Work Systems." In Participation and Democracy at Work, 38–54. London: Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-1-137-04216-3_3.

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Zacharatos, Anthea, and Julian Barling. "High-performance work systems and occupational safety." In The psychology of workplace safety., 203–22. Washington: American Psychological Association, 2004. http://dx.doi.org/10.1037/10662-010.

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Danford, Andy, Mike Richardson, Paul Stewart, Stephanie Tailby, and Martin Upchurch. "High Performance Work Systems and the Production Worker." In Partnership and the High Performance Workplace, 76–107. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230501997_4.

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Danford, Andy, Mike Richardson, Paul Stewart, Stephanie Tailby, and Martin Upchurch. "High Performance Work Systems and the Technical Worker." In Partnership and the High Performance Workplace, 108–35. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230501997_5.

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Gokhale, Prayag, and Praveen M. Kulkarni. "Creating High-Performance Work System in Technology Startups." In Information Systems and Management Science, 1–10. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-86223-7_1.

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Appelbaum, Eileen, and Peter Berg. "High-Performance Work Systems and Labor Market Structures." In Sourcebook of Labor Markets, 271–93. Boston, MA: Springer US, 2001. http://dx.doi.org/10.1007/978-1-4615-1225-7_11.

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Kaiser, Stephan, and Max Josef Ringlstetter. "Professional Service Firms as High Performance Work Systems." In Strategic Management of Professional Service Firms, 105–15. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16063-9_8.

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Solari, Luca, and Edoardo Della Torre. "From Practices to Processes: High Performance Work Systems and Integrity." In Integrity in Organizations, 146–73. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137280350_8.

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Conference papers on the topic "High performance work systems (HPWS)"

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Ismail, Shaira, Baderisang Mohamed, and Dahlan Abdullah. "The Impact of High Performance Work Systems (HPWSs) on Organizational Performance by the Roles of Job Design." In International Conference on Creative Economics, Tourism & Information Management. SCITEPRESS - Science and Technology Publications, 2019. http://dx.doi.org/10.5220/0009867902420248.

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Jiandong, Sun, Wei Qi, and Li Haitian. "How do High-Performance Work Systems affect Work Fatigue." In EBIMCS 2020: 2020 3rd International Conference on E-Business, Information Management and Computer Science. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3453187.3453309.

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Wallner, Thomas, and Martin Menrad. "High Performance Work Systems and Productive Ageing." In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.161.

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Hui, Xing, Gao Su-ying, Zhang Yan-li, and Zhang Jin. "The correlations between high performance work systems, human resource flexibility and organizational performance." In 2010 International Conference on Management Science and Engineering (ICMSE). IEEE, 2010. http://dx.doi.org/10.1109/icmse.2010.5719919.

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Suryaningtyas, Dianawati, and Dodi Irawanto. "Exploring High-Performance Work Systems for Sustainability in the Hotel Industry." In Proceedings of the 1st Sampoerna University-AFBE International Conference, SU-AFBE 2018, 6-7 December 2018, Jakarta Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.6-12-2018.2286326.

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Zhu, Xiaomei, Huanqing Zhou, and Lingwei Kong. "Effects of high performance work systems on employee performance: psychological contract breach as mediator." In International Academic Workshop on Social Science (IAW-SC-13). Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/iaw-sc.2013.33.

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Su, Fangguo, Yan Lei, Yangliu He, and Hanyang Luo. "Perceived High-performance Work Systems and Work Well-being in the Express Industry: A Moderated Mediation Model." In 2019 16th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2019. http://dx.doi.org/10.1109/icsssm.2019.8887727.

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Liu, Shuzhen, Long Ye, and Ming Guo. "High-performance work systems and job satisfaction: Mediation role of organizational identification." In 2016 International Conference on Logistics, Informatics and Service Sciences (LISS). IEEE, 2016. http://dx.doi.org/10.1109/liss.2016.7854378.

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Zemzemi, Mabrouka, Nesrine Keskes, Rim Barioul, Sameh Fakhfakh, Imene Khanfir Kallel, Nabil Derbel, and Olfa Kanoun. "Toward A Low Cost, High Performance ECG Based Biometrics: A Preliminary Work." In 2018 15th International Multi-Conference on Systems, Signals & Devices (SSD). IEEE, 2018. http://dx.doi.org/10.1109/ssd.2018.8570470.

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Wallner, Thomas, and Martin Menrad. "High Performance Work Systems as an enabling structure for self-organized learning processes." In 2012 15th International Conference on Interactive Collaborative Learning (ICL). IEEE, 2012. http://dx.doi.org/10.1109/icl.2012.6402047.

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Reports on the topic "High performance work systems (HPWS)"

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Vlaicu, Razvan. Trust, Collaboration, and Policy Attitudes in the Public Sector. Inter-American Development Bank, May 2021. http://dx.doi.org/10.18235/0003280.

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This paper examines new data on public sector employees from 18 Latin American countries to shed light on the role of trust in the performance of government agencies. We developed an original survey taken during the first COVID-19 wave that includes randomized experiments with pandemic-related treatments. We document that individual-level trust in coworkers, other public employees, and citizens is positively related to performance-enhancing behaviors, such as cooperation and information-sharing, and policy attitudes, such as openness to technological innovations in public service delivery. Trust is more strongly linked to positive behaviors and attitudes in non-merit-based civil service systems. High-trust and low-trust respondents report different assessments of their main work constraints. Also, they draw different inferences and prefer different policy responses when exposed to data-based framing treatments about social distancing outcomes in their countries. Low-trust public employees are more likely to assign responsibility for a negative outcome to the government and to prefer stricter enforcement of social distancing.

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