To see the other types of publications on this topic, follow the link: High performance work systems (HPWS).
Dissertations / Theses on the topic 'High performance work systems (HPWS)'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'High performance work systems (HPWS).'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full text
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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.
4
Arendse, Lenwhin. "Understanding the association between high performance work systems andorganisational performance." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52434.
Full textAbstract:
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
Unrestricted
5
Okhawere, Paulson Young Ofenimu. "High performance work systems and workplace safety : a multilevel approach." Thesis, Aston University, 2016. http://publications.aston.ac.uk/30083/.
Full textAbstract:
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.
6
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/.
Full textAbstract:
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.
7
Martinaityte, Ieva. "Leveraging employee creativity through high performance work systems : a multilevel perspective." Thesis, Aston University, 2014. http://publications.aston.ac.uk/24369/.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
Preiksaitis, Michelle Kathleen Fitzgerald. "Servant Leaders' Use of High Performance Work Practices and Corporate Social Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2866.
Full textAbstract:
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.
10
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.
Full text
11
Hertrampf, Markus [Verfasser]. "High Performance Work Systems und Unternehmenserfolg : Eine empirische Studie zu Mediations- und Moderationseffekten / Markus Hertrampf." Konstanz : Bibliothek der Universität Konstanz, 2016. http://d-nb.info/1113110260/34.
Full text
12
Doody, Sarah-Jane Patricia. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Master's thesis, Lincoln University. Commerce Division, 2007. http://theses.lincoln.ac.nz/public/adt-NZLIU20080125.192821/.
Full textAbstract:
Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems.
This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appears to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
13
Doody, Sarah-jane P. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Diss., Lincoln University, 2007. http://hdl.handle.net/10182/271.
Full textAbstract:
Organisations can create a competitive advantage through the way they design their human resource systems. High involvement work systems are considered to be a way to increase organisational performance and decrease employee turnover. However, the components involved are difficult and complex to define, and the synergy amongst the different components hard to evaluate. The literature suggests that the research is not uniform in its approach, and most research does not clearly define the variables involved or agree on the expected results of such systems. This research looks at high involvement work systems in the New Zealand organisational context, and relating these systems to employee turnover and organisational performance. The results of the study suggest that there does not appear to be a relationship between high involvement work systems, and employee turnover and organisational performance; but high involvement systems may contribute to increased labour productivity in New Zealand organisations.
14
El-Ghalayini, Yousif. "The Effects of High Performance Work Systems on International Governmental Organizations: A Study of the United Nations Relief and Works Agency for Palestine Refugees in the Near East Headquarters." Thesis, Université d'Ottawa / University of Ottawa, 2014. http://hdl.handle.net/10393/31867.
Full textAbstract:
In the last three decades, a growing body of research has suggested that using a mix or system of human resources management (HRM) practices can lead to superior organizational performance. These practices (such as selective recruitment and hiring procedures, performance-based compensation systems, employee participation, and training and development) have been referred to as high performance work systems (HPWS) and originated from the study of strategic human resource management (SHRM), where researchers have examined the impact of these systems on organizational performance outcomes. The relationship between HRM and organizational performance has received increasing interest from scholars and practitioners in the field of public administration. Scholars strive to identify the effects of HRM practices on organizational performance based on the notion that these practices will lead to enhanced attitudinal outcomes, such as organizational commitment, job satisfaction, and motivation, which will have positive impacts on organizational performance. This study contributes to further our understanding of the impact of management on performance in public organizations through empirical evidence drawn from theories of HRM. The growing interest among scholars in understanding the effects of management on performance presumes that the adoption of best practices will lead to improvements in organizational performance. The purpose of this mixed-methods study is to examine the effects of HPWS practices on individual worker attitudes in international governmental organizations (IGOs) by reporting the results of a staff survey and follow-up interviews conducted on a cross-section of the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) employees. The UNRWA is an international relief and human development Agency with a quasi-governmental role, delivering essential public services to over five million registered Palestinian refugees. UNRWA services include education, healthcare, social services, and emergency aid. In 2006, the UNRWA began a comprehensive reform program to strengthen its management capacity. Accordingly, one of the main achievements of the reform process is the deployment of new HRM systems that included recruitment strategies, performance appraisals, training and development, and compensation and rewards systems. The underlying message of the reform process has been adopting HPWS practices, which is the object of this study. Since the 1990s, the UNRWA has become increasingly interested in policy analysis and organizational research. Especially because of recent changes in the Agency’s management style, the UNRWA has become more focused on integrating knowledge and management research into its work. Therefore, when the researcher sought permission to examine the effects of the newly adopted HPWS practices on employee attitudes, the staff and upper management were very collaborative and co-operative. Surveys and interviews were conducted with program administrators, operations directors, and field staff, representing employees from different countries with varying lengths of service as well as an extensive range of levels of education and professional backgrounds. A total of 505 questionnaires were distributed in seven service departments and a total of 234 usable responses were obtained. In addition to questionnaires, a total of 10 face-to-face interviews were conducted to explore the data obtained from questionnaires and to understand further the implications of applying HPWS practices in an IGO context. Statistical analysis of the survey data and interviews provided a representation of the effects of four bundles of HPWS adopted by the organization (independent variables), on four worker attitude measures (dependent variables). The four independent variables are the HPWS practices that are the most common and most accepted in the HRM literature: staffing and recruitment, compensation and rewards, performance appraisal, and training and development. The four dependent variables are employee commitment, job satisfaction, motivation, and intention to quit. Preliminary statistical analysis consisted of descriptive statistics for all study variables, as well as Cronbach’s alpha for measuring the internal consistency reliability coefficients for all the survey subscales to examine its internal consistency. Four research hypotheses were tested using multiple regression analyses and Pearson correlation coefficients in an attempt to estimate the net effect of each of the independent variables and understand the relationship between study variables. The bivariate relationships between the dependent and independent variables have shown that the relationships are in the anticipated directions. One of the main conclusions regarding the effects of specific HPWS practices in an IGO context is that some practices, such as training and development, outperform other practices, such as staffing and recruitment. These findings are consistent with previous research on multinational corporations operating in different national contexts, and other studies comparing the effects of HPWS in different industries. The results also indicated that HPWS practices have synergistic and complementary effects on each of the employee attitudes that exceed their individual effects. Therefore, in order to expand our understanding of the effects of HPWS on organizational performance, different variables need to be considered such as national context, industry, and other organizational factors may moderate the HRM–performance relationship. The findings of this study support previous studies in this stream of research.
The qualitative data were used to verify quantitative data and provide insights that were difficult to gain from surveys alone. The qualitative data indicated that more effective implementation and administration of HPWS practices would lead to better employee outcomes. In other words, the newly announced austerity measures negatively influence perceptions towards the newly implemented HPWS, which may also have influenced employee attitude outcomes.
15
Bish, Adelle Jayne. "High performance HR systems as drivers of star performance : exploring the intervening mechanisms of work context and perceptions of justice." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16314/.
Full textAbstract:
Attracting and engaging talented people, the 'star performers', is an on-going challenge for organisations. Our theoretical understanding of the nature of star performance and the way in which HR systems facilitate such performance is limited. Drawing from theories of human resource management, leadership, performance, job characteristics and organisational justice, this research develops and tests a model of the role of High Performance HR systems in facilitating task and contextual performance. This model proposes that the way in which organisational systems influence individual levels of performance is via two intervening mechanisms - perceptions of work processes and organisational justice. The program of research is comprised of two studies. In Study 1, I explored the utility of the task and contextual performance framework for understanding stars using supervisor-employee dyads (N = 174) from a large Australian government agency. The results of this study provide support for the central hypothesis of this thesis. Task and contextual performance are key components of star ratings, and other elements such as being self-directed, having a big picture viewpoint, and a willingness to lead, also contribute. In Study 2, I employed two well-established frameworks of employee responses to situational factors and psychological perceptions to examine the role of HR systems and practices in facilitating star performance. Specifically, the study used substitutes for leadership theory (Kerr & Jermier, 1978) and the formation of psychological contracts (Robinson, Kraatz & Rousseau, 1994) to examine the way in which HR practices are connected with task and contextual performance. It was proposed that HR practices are positively associated with task and contextual performance, and that this relationship is moderated by job characteristics and teamwork. It was also proposed that the relationship between HR practices and performance is mediated by perceptions of justice. The results of this study indicate that complex relationships exist. Specifically the findings provide support for one of the core propositions. Job characteristics and teamwork can moderate the relationship between HR practices and performance. The patterns of moderation indicate that HR practices provide marginal gains where jobs are perceived by employees as being enriched, but are able to make a more substantial contribution under conditions of less enrichment. Under these conditions HR practices are able to make a greater contribution to performance by providing performance cues and establishing expectations and clarifying roles. The relationship between HR practices and performance was not found to be mediated by perceptions of justice. In this thesis I provide evidence of the relevance of the task and contextual performance framework to conceptualising star performance. Furthermore, I examine the conditions under which High Performance HR systems facilitate star performance. Both of these aspects are necessary for designing appropriate HR strategies and interventions for managing talent.
16
Leffakis, Zachary. "The effects of high performance work systems on operational performance in different manufacturing environments : improving the "fit" of HRM practices in mass customization /." Connect to full text in OhioLINK ETD Center, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1250604411.
Full textAbstract:
Dissertation (Ph.D.)--University of Toledo, 2009.Typescript. "Submitted as partial fulfillment of the requirements for the Doctor of Philosophy in Manufacturing and Technology Management." Bibliography: leaves 246-252.
17
Zacharatos, Anthea. "An organization and employee-level investigation of the relationship between high-performance work systems and workplace safety." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2002. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/NQ65689.pdf.
Full text
18
Sim, Samantha Ng, and 沈鈺兒. "The effectiveness of high performance work systems on employee satisfaction and commitment in health care: asystematic review." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2011. http://hub.hku.hk/bib/B46941502.
Full text
19
Siddique, Muhammad. "Exploring the linkages between high performance work systems and organizational performance : the role of relational coordination in the banking sector of Pakistan." Thesis, University of Newcastle upon Tyne, 2014. http://hdl.handle.net/10443/2697.
Full textAbstract:
This study sets out to determine the process through which high performance work systems (HPWS) affect organizational performance. Previous research in the field of HRM has mainly supported the view that properly designed high performance work systems can enhance organizational performance. There is a growing debate, however, with regard to understanding the “mechanism” linking HPWS and organizational performance. Based on the theory of relational coordination, this study tested a model that examines the linkages and uses relational coordination among employees as a path way through which HPWS influence organizational performance in highly interdependent work settings. This study has been conducted in the banking sector of Pakistan. Primary data was gathered in the form of managers’ and employees’ perceptions about the extent of HPWS and relational coordination among employees in 340 sample branches. Performance measures were obtained from regional offices. The results indicate that the extent of HPWS predicted relational coordination among employees at individual, functional and unit levels. Results have shown that HPWS was significantly related to performance in terms of branch deposits, advances, and overall profitability. One of the more significant findings emerged from this study is that relational coordination partially mediated the relationships between HPWS and branch level performance. The findings from this study contribute to the literature on HPWS and performance, showing how relational coordination might help explain the process through which the two things are linked. The main findings indicated that there is a disconnection between managerial and non-managerial employees’ perspectives regarding the extent of HPWS and relational coordination. The implications of this study suggest that as important stakeholders, both managers and employees should be engaged in the design of HPWS and the plans for achieving relational coordination among employees. The findings also suggested that a coordinated approach to HPWS on the part of management and HR professionals to work more closely with branch managers and employees to develop greater levels of relational coordination would lead to higher levels of performance.
20
Trichy, Ravi Vignesh. "Runtime Systems and Scheduling Support for High-End CPU-GPU Architectures." The Ohio State University, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=osu1338324367.
Full text
21
Lawrence, Nathan. "Driving Strategies in Performance Excellence." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3900.
Full textAbstract:
Only a small number of U.S. businesses have implemented the Baldrige Criteria for Performance Excellence to improve their performance. The purpose of this multiple case study was to explore strategies that executive business leaders use to implement the Baldrige Criteria for Performance Excellence. The study population consisted of 6 business executives and 2 organizations in the U.S. state of Texas, all with experience in implementing the Baldrige Criteria for Performance Excellence. The theory of high performance work systems provided the conceptual framework for the study. Data were gathered from interviews and record reviews that were conducted within the organizations. Inductive analysis was used to identify words, phrases, ideas, and actions that were consistent among participants and organizations as well as to identify patterns and themes. Triangulation of sources between the interview and record review data was used for consistency. Three main themes emerged from data analysis: organizational leaders embedded the Baldrige Criteria for Performance Excellence into native work models; they also used robust strategy deployment systems with accountability for action plans to spread the Baldrige Criteria for Performance Excellence; and, rather than specifically create goals to align with the Baldrige Criteria for Performance Excellence, they identified actions to reach organizational strategic goals that were created using the Criteria as a business model. Implications for positive social change arising from this study include the potential to increase the number of available jobs by improving overall organizational performance through the increased implementation and use of the Baldrige Criteria for Performance Excellence among U.S. organizations.
22
Gonçalves, Gizelda. "Gestão estratégica de recursos humanos o sistema das suas práticas e implicações nos resultados individuais : qual o papel do cumprimento do contrato psicológico? O caso das Agências Bancárias." Doctoral thesis, Instituto Superior de Economia e Gestão, 2009. http://hdl.handle.net/10400.5/3581.
Full textAbstract:
Doutoramento em GestãoA finalidade deste estudo é a exploração das relações entre o sistema de práticas de gestão de recursos humanos (GRH), cumprimento dos contratos psicológicos (CCPs) e resultados individuais (RES) dos colaboradores das Agências Bancárias em Portugal. Pretende-se com ele conhecer a influência da percepção do sistema de práticas de GRH, na relação entre os colaboradores e a organização, nomeadamente na sua percepção do CCPs e ainda, conhecer a influência da percepção do CCPs nas atitudes e comportamentos dos colaboradores das Agências Bancárias. Para a concretização destes objectivos procurou-se integrar a literatura de Gestão Estratégica de Recursos Humanos (GERH) e a dos contratos psicológicos (CPs). Pretende-se assim, estabelecer a ligação entre ambos os ramos da pesquisa, quer do ponto de vista teórico, quer empírico. Realizou-se o estudo empírico num Banco Comercial de origem portuguesa. A amostra é constituída por 797 colaboradores afectos à função comercial de 147 Agências Bancárias do referido Banco. A unidade de análise é o indivíduo. Verificou-se que a percepção que os colaboradores têm do sistema de práticas de GRH está dependente do CCPs, e é esta percepção do sistema de práticas de GRH que vai influenciar a satisfação (ST) e os comportamentos de cidadania organizacional (CCOs). O cumprimento das obrigações por parte da organização, são fundamentais para que os colaboradores tenham uma percepção positiva do sistema de práticas de GRH implementadas no Banco e a influência do CCPs nesses resultados faz-se através da percepção dessas práticas de GRH.
The main purpose of this study is the examination of relationships among HRM system practices, the fulfilment of the psychological contracts (PCFs) and the individual collaborator's performance in Bank Branches in Portugal. Our intention is to know the influence of HRM system practices perceptions, in relationship between the employees and the organization, particularly their perceptions in the collaborators attitudes and behaviours. For the embodiment of these purposes we integrated both literatures on SHRM and the psychological contract (PC). With this we intent to establish the connection between both fields of research, theoretical and empirical. The empirical study was conducted in a Portuguese Bank. The sample is constituted by 797 collaborators belonging to the commercial function of 147 bank Branches of the Portuguese Bank. The unit of analysis is the individual. On one hand, we find that the employee's perception of HRM system practice is dependent on the fulfilment of the psychological contracts (FPCs). On the other hand, it is the perception of HRM system practices that will influence satisfaction and organizational citizenship behaviours (OCBs). The obligations fulfilment of the part organization, are fundamental for the development of the employees positive perception of the HRM implemented in the Bank. The influence of PCs fulfilment originates the employee's perceptions of those practices system.
23
Teng, Sin Yong. "Intelligent Energy-Savings and Process Improvement Strategies in Energy-Intensive Industries." Doctoral thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2020. http://www.nusl.cz/ntk/nusl-433427.
Full textAbstract:
S tím, jak se neustále vyvíjejí nové technologie pro energeticky náročná průmyslová odvětví, stávající zařízení postupně zaostávají v efektivitě a produktivitě. Tvrdá konkurence na trhu a legislativa v oblasti životního prostředí nutí tato tradiční zařízení k ukončení provozu a k odstavení. Zlepšování procesu a projekty modernizace jsou zásadní v udržování provozních výkonů těchto zařízení. Současné přístupy pro zlepšování procesů jsou hlavně: integrace procesů, optimalizace procesů a intenzifikace procesů. Obecně se v těchto oblastech využívá matematické optimalizace, zkušeností řešitele a provozní heuristiky. Tyto přístupy slouží jako základ pro zlepšování procesů. Avšak, jejich výkon lze dále zlepšit pomocí moderní výpočtové inteligence. Účelem této práce je tudíž aplikace pokročilých technik umělé inteligence a strojového učení za účelem zlepšování procesů v energeticky náročných průmyslových procesech. V této práci je využit přístup, který řeší tento problém simulací průmyslových systémů a přispívá následujícím: (i)Aplikace techniky strojového učení, která zahrnuje jednorázové učení a neuro-evoluci pro modelování a optimalizaci jednotlivých jednotek na základě dat. (ii) Aplikace redukce dimenze (např. Analýza hlavních komponent, autoendkodér) pro vícekriteriální optimalizaci procesu s více jednotkami. (iii) Návrh nového nástroje pro analýzu problematických částí systému za účelem jejich odstranění (bottleneck tree analysis – BOTA). Bylo také navrženo rozšíření nástroje, které umožňuje řešit vícerozměrné problémy pomocí přístupu založeného na datech. (iv) Prokázání účinnosti simulací Monte-Carlo, neuronové sítě a rozhodovacích stromů pro rozhodování při integraci nové technologie procesu do stávajících procesů. (v) Porovnání techniky HTM (Hierarchical Temporal Memory) a duální optimalizace s několika prediktivními nástroji pro podporu managementu provozu v reálném čase. (vi) Implementace umělé neuronové sítě v rámci rozhraní pro konvenční procesní graf (P-graf). (vii) Zdůraznění budoucnosti umělé inteligence a procesního inženýrství v biosystémech prostřednictvím komerčně založeného paradigmatu multi-omics.
24
Armour, Alexandro F. "Achieving Contextual Ambidexterity Through the Implementation of High Performance Work Systems (HPWS)." 2015. http://scholarworks.gsu.edu/bus_admin_diss/55.
Full textAbstract:
Small information technology and management consulting businesses face increasingly contradictory strategic choices as they develop products and services for the marketplace. Building contextual ambidexterity is essential to the survival of small businesses as they seek to attain a desired balance of alignment and adaptability. Human Resource Management practices facilitate the development of ambidexterity within individuals thereby facilitating ambidexterity of the organization as a whole. Studies suggest that in order for an organization to be ambidextrous, its human resource management function also needs to ambidextrous. High-performance work systems are human resource practices designed to enhance the ability, motivation, and opportunity of employees with the overarching goal of attracting, retaining, and motivating human resources toward the completion of organizational goals. Based on Gibson and Birkinshaw’s concept of organizational ambidexterity, a qualitative case study of a small technology solution provider was conducted to explore the process by which CloudCo attempted to build contextual ambidexterity by implementing a high-performance work system. Findings show that executive management of small technology solution providers can build contextual ambidexterity and sustain a competitive advantage through the implementation of high-performance work systems but must overcome a series of important tensions to do so.
25
Canha, Raquel Sofia Sebastião. "Managing talent through developmental job experiences (DJE): the mediating role of DJE between HPWS and employees' outcomes." Master's thesis, 2015. http://hdl.handle.net/10362/15484.
Full textAbstract:
In the competitive landscape of the 21st century, effectively managing human capital in firms is considered to be a potential source of sustainable performance. Therefore, in this study, we tested the influence of high-performance work systems, as a talent management tool, on employees’ experience of developmental jobs. Then, we tested the mediating effect of such experiences on employees’ engagement, exhaustion, performance and turnover intention. With a sample of 254 employees of a diversity of companies and sectors of activity, our findings demonstrated that high-performance practices increase engagement, via the promotion of developmental experiences of fit, which improves performance and decreases turnover intention. Besides, those practices do not control for the pressure dimension of the developmental job experiences that increases exhaustion and turnover intention despite not worsening performance.
26
Karabacak, Aysenur Sumeyye Yil. "Fostering person-organization fit with high performance work systems and diversity climate: praxis talks louder than affirmation." Master's thesis, 2020. http://hdl.handle.net/10071/20926.
Full textAbstract:
Purpose: High Performance Work System (HPWS) is a relatively newer conception of
strategic HRM that has been developed and consolidated in an organizational setting that is
featured by stronger internationalization interdependencies, not only at business level but also
as regards work teams. This setting has also witnessed the growing concerns with diversity
management and inclusive approaches to individual differences to foster higher personorganization
fit (P-O fit). However, albeit concomitant, these two constructs are not explicitly
addressed in research as HPWS does not include any specific practice targeting diversity
management and Diversity Management literature does not focus on HPWS. One can deduce
there is a missing link, and this is the research gap that motivated this study: to understand in
which extend HPWS is related to P-O fit via heightened diversity climate.
Methodology: For such purpose, departing from a sample of 168 working individuals, a
mediation model is tested with Hayes (2018) macro PROCESS.
Findings: As hypothesized, HPWS and P-O fit linkage is strong, showing both a direct effect
as well as an indirect effect but only via diversity climate praxis. The results suggest asserting
diversity is not effective in leveraging the effect of HPWS in P-O fit while rewarding diversity
is. Results are discussed aiming to integrate HPWS and diversity management literatures.
Originality/value: This research study explores how diversity climate can help bridging
HPWS and P-O fit.Os Sistemas de Trabalho de Elevado Desempenho (HPWS) são uma conceção relativamente nova na gestão estratégia de recursos humanos que tem sido desenvolvida e consolidada em contextos organizacionais caracterizados por forte internacionalização, não apenas ao nível dos negócios, mas também em relação a equipas de trabalho. Estes contextos também têm vindo a testemunhar as preocupações crescentes com a gestão da diversidade e as abordagens inclusivas às diferenças individuais para aumentar o ajustamento pessoa-organização (P-O fit). Contudo, apesar de coocorrerem, estes construtos não são explicitamente referidos na investigação dado que a HPWS não inclui qualquer prática específica que vise a gestão da diversidade e a literatura centrada nesta não foca a HPWS. Infere-se assim uma lacuna na literatura que constitui o motivador deste estudo: compreender em que medida a HPWS está relacionada com a P-O fit via através de um maior clima de diversidade.
27
Pedro, Maria de Lurdes Cardina. "A GRH em contexto de crise: a centralidade da perceção de declínio organizacional." Doctoral thesis, 2014. http://hdl.handle.net/10071/10039.
Full textAbstract:
As perceções de declínio constituem um elemento importante mas pouco estudado no contexto da ciência organizacional. Infere-se, no entanto, pela sua natureza, um papel central no quadro da GRH em contextos de crise e de declínio, na gestão das crenças e atitudes positivas sobre a organização, através do seu papel estratégico, das suas práticas e da legitimidade que lhes são conferidas, da confiança organizacional e do capital psicológico dos seus RH.
Este trabalho, composto por três estudos empíricos, tem o objetivo de explorar a centralidade das perceções de declínio organizacional num conjunto alargado de empresas industriais em Portugal, com base num modelo teórico que congrega um conjunto de variáveis organizacionais e contextuais: capital psicológico, confiança organizacional, práticas de GRH, o papel dos RH como parceiro estratégico, a incerteza e a monitorização do ambiente e o declínio do setor.
Os resultados obtidos dos estudos empíricos sugerem uma associação negativa, direta e significativa entre as perceções de declínio organizacional na relação com o papel dos RH como parceiro estratégico, com as práticas de GRH e com a confiança organizacional, e uma relação positiva e significativa com o declínio do setor e com a incerteza do ambiente percebido. O capital psicológico explica as discrepâncias das perceções do declínio entre gestores e trabalhadores, enquanto a monitorização do ambiente assume uma função moderadora desta relação, determinando novos modos de leitura da função do capital psicológico na relação com essas discrepâncias. Os resultados evidenciaram ainda a relevância da legitimidade das práticas de GRH como mediador entre as práticas de GRH de elevado desempenho e a perceção de declínio organizacional.Perceived organizational decline is a key aspect, although understudied, within the context of organizational science. However, judging by its nature, it must play a central role within the HRM in contexts of crisis and decline, in managing positive beliefs and attitudes about the organization, by means of its strategic role, of its practices and the legitimacy that is given to them, by means of organizational trust and the psychological capital of employees. This research, comprehending three empirical studies, is intended to explore the centrality of perceived organizational decline in a wide set of industrial companies operating in Portugal, on the basis of a theoretic model that conjugates a set of organizational and contextual variables: psychological capital, organizational trust, HPWS, HR as a strategic partner, uncertainty and environmental scanning, and industry decline. Findings suggest a negative, direct and significant association between organizational decline perceptions in relation to the role of HR as a strategic partner, HRM practices and organizational trust, and a positive and significant relationship with the industry decline and with the perceived environment uncertainty. The psychological capital explains the discrepancies in decline perceptions between managers and employees, as environmental scanning assumes a moderating role on this relationship, determining new ways to reading the psychological capital face to these discrepancies. The results demonstrated the relevance of HRM practices legitimacy as a mediator between the HPWS and the organizational decline perception.
28
Hsu, Chu-Chun, and 許竹君. "High Performance Work Systems and Firm Performance." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/31306216790756991617.
Full textAbstract:
碩士國立成功大學
企業管理學系碩博士班
91
In recent years, many organizations hoped to get sustained competitive advantages through strategic human resource management and acquire outstanding performances. Since 1990’s, scholars have started to put their focus on High Performance Work System (HPWS). They advocate that that system can create a flexible organization and achieve the alignment among information, technology, people and work through employee’s commitment, incentive, and participation. That system therefore will be beneficial to firm’s performances. For this reason and its importance in the field of strategic human resource management, we would like to know more about HPWS and investigate the questions as follows. First, which factors may influence an organization in adopting HPWS？ Second, do individual high performance work practices/system improve organizational performance? Finally, what factors can moderate the relationships between HPWS and organizational performance? The companies listed in Taiwan Stock Exchange Corporation and Dun & Bradstreet International’s publication were selected as the study’s population. Multiple regression was employed to analyze the factors which may influence an organization’s decision in implementing HPWS. Furthermore, Hierarchical Regression was used to analyze the relationship between high performance work practices/system and organizational performance as well as the moderation effect which contingent variables may produce. We summarize the research findings as follows. First, market risk, training, job security, profit sharing, complementary HR practices, firm size, and inferior firm performance record will encourage organizations to adopt HPWS. On the contrary, high industry dynamism and long established firm history will have negative impact on organization’s willingness in adopting HPWS. Second, individual high performance work practices such as internal promotion, performance-based promotion, incentive pay, job rotation, participation, training, and information sharing can improve organizational performance. Third, HPWS as a system constructed by the practices listed above is positively related to organizational performance. Fourth, the relationships between HPWS and organizational performance are contingent by R&D intensity, degree of internationalization, and number of HRM department employees.
29
鄭竣紘. "The Effect of High Performance Work Systems on Work Performance." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/ugusz4.
Full textAbstract:
碩士東吳大學
企業管理學系
106
The pace of change in the current social environment is changing with each passing day. Business organizations in the face of environmental changes should find their own competitive abilities and make good use of their own resources to enhance the performance of personnel. Taking strategic human resources management to the enterprise employees of the organization, through the organization of leaders of different leadership style can achieve the vision and goals faster. But in the past, the literature research indicates that less in the direction of the competent leadership into the high-performance work system and work performance model. Therefore, this research further discusses the impact of high performance work systems on job performance. This research was conducted through a questionnaire survey. We have collected 383 valid questionnaires from investigating the personnel of the financial industry in Taiwan. After the questionnaire was collected, using SPSS for Descriptive Statistics Analysis, Reliability and Validity Analysis, Correlation Analysis, Regression Analysis and Mediation Effect Analysis to validate the model assumptions presented in this study. The final result is a high performance work system that positively affects the leadership style; Leadership style has positive impact on job performance; Leadership style has mediating effect in high performance work system and job performance.
30
Chia-NingLin and 林家寧. "High Performance Work Systems, Psychological Capital and Team Performance." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/10053032240736923225.
Full textAbstract:
碩士國立成功大學
企業管理學系碩博士班
100
The propose of this research is going to investigate how High Performance Work System and Transformational Leadership influence team outcomes by Collective Psychological Capital. Meanwhile, this study tries to exam if support climate moderate the positive relationship between HPWS and Collective Psychological Capital; furthermore we exam goal achievement as another moderate between Psychological Capital and team outcomes. The reach is performed through the questionnaires survey to Taiwan’s local company. We used hierarchical regression as the research method to verify our hypotheses and came to the conclusions as follow: First, the higher degree for HPWS, the more likely collective psychological capital of team member would increase. Second, transformational leadership could increase psychological capital effectively. Third, collective psychological capital could fully or partially mediate the positive relationship between HPWS and team outcomes. Fourth, collective psychological capital could fully or partially mediate the positive relationship between TFL and team outcomes. Fifth, support climate moderates the relationship between HPWS and collective psychological capital. Finally, goal achievement moderates the relationship between collective psychological capital and team outcomes. We hope the results of our research could provide empirical evidences for future studies.
31
Minh, Nguyen, and 阮明珠. "Impact of High performance work systems on Psychology capital and Performance." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/34912804104235374449.
Full textAbstract:
碩士銘傳大學
企業管理學系碩士班
99
This study examined how high performance work system will have an impact on employee psychological capital and give direct/indirect positive influences to employee performance; the study was conducted on Vietcombank, Vietnam. Questionnaires were given personally to 450 from several bank branches and subsidiaries of Vietcombank, in Hanoi, Vietnam; there were 350 questionnaires returned, in which 308 completely responses were used for the statistical analysis. The items in the questionnaires including high performance work system, psychological capital (hope, self-efficiency) and performance. The collected data were computed and analyzed through factor analysis, Cronbach’s alpha, descriptive statistics, correlation, and multiple regression analysis. The findings of the study have shown that HPWS is strongly predictors of employees’ psychological capital, and employees’ psychological capital, in turn, influences employees’ performance. And HPWS is also a strongly predictor to employees performance, in a direct way. Moreover, employees’ psychological capital positively mediates the causal relationship between HPWS and employees’ performance.
32
"Development of high reliability construction work systems: Lessons from production practices of high performance work crews." Doctoral diss., 2012. http://hdl.handle.net/2286/R.I.15809.
Full textAbstract:
abstract: The construction industry faces important performance problems such as low productivity, poor quality of work, and work-related accidents and injuries. Creating a high reliability work system that is simultaneously highly productive and exceptionally safe has become a challenge for construction practitioners and scholars. The main goal of this dissertation was to create an understanding of high reliability construction work systems based on lessons from the production practices of high performance work crews. High performance work crews are defined as the work crews that constantly reach and maintain a high level of productivity and exceptional safety record while delivering high quality of work. This study was conceptualized on findings from High Reliability Organizations and with a primary focus on lean construction, human factors, safety, and error management. Toward the research objective, this dissertation answered two major questions. First, it explored the task factors and project attributes that shape and increase workers' task demands and consequently affect workers' safety, production, and quality performance. Second, it explored and investigated the production practices of construction field supervisors (foremen) to understand how successful supervisors regulate task and project demands to create a highly reliable work process. Employing case study methodology, this study explored and analyzed the work practices of six work crews and crew supervisors in different trades including concrete, masonry, and hot asphalt roofing construction. The case studies included one exceptional and one average performing crew from each trade. Four major factors were considered in the selection of exceptional crew supervisors: (1) safety performance, (2) production performance, (3) quality performance, and (4) the level of project difficulty they supervised. The data collection was carried out in three phases including: (1) interview with field supervisors to understand their production practices, (2) survey and interview with workers to understand their perception and to identify the major sources of task demands, and (3) several close field observations. Each trade's specific findings including task demands, project attributes, and production practices used by crew supervisors are presented in a separate chapter. At the end the production practices that converged to create high reliability work systems are summarized and presented in nine major categories.Dissertation/Thesis
Ph.D. Construction 2012
33
Wan, Yi-Fang, and 萬義方. "Study on the relationship between High Performance Work Systems and Organizational Innovation Performance-Illustrated by High Technology Industry." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/94411325219980542733.
Full textAbstract:
碩士台南應用科技大學
國際企業經營系碩士班
101
In this study, we want to find out the international competition companies, by using High Performance Work Systems and how through knowledge management, psychological capital, voice behavior of these intermediary factors, to enhance the organization''s innovation performance. Hope that the results of this research can provide suggestions to related employers, managers, and employees, while the implementation of High-Performance Work Systems and development to achieve organizational innovation performance. The results verify organization can through the High Performance Work System, provide the skills of knowledge management thus affecting the organizational innovation performance. In addition, High Performance Work Systems also affect the employees'' psychological capital, so that employees can be more self-confidence, hope and toughness, but the psychological capital does not affect organizational innovation performance. Finally, business organizations through High Performance Work Systems directly affect the employee voice behavior, so that innovative ideas or thoughts can affect directly and impact on organizational innovation performance. The innovative energy is the key to social progress, the lack of innovative capacity will hinder technological development of science and technology, only with companies to improve the human resources system and continuous progress of the knowledge managements, voice behaviors with suggestions and supporting measures. Ultimately it could be enhanced the innovation performance of organizations, to achieve the long-term goal of sustainable business.
34
Chia-ICho and 卓佳宜. "Team Diversities and Team Performance: Moderating by High-Commitment Work Systems and Transactive Memory Systems." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/33311333891022341259.
Full textAbstract:
碩士國立成功大學
企業管理學系碩博士班
100
This study hopes to understand the relationship between team diversity and team performance in cross-functional team as moderators, high-commitment work systems and transactive memory system. We use age diversity and gender diversity of the population structure, and functional background diversity as independent variables, to investigate the relationship with team performance, under the moderations of high-commitment work systems and transactive memory system In this study, cross-functional team-based diversities of the questionnaire is divided into A and B. We sent out 139 questionnaires and retrieve 84 matched questionnaires and the final return rate is 60.4%. We use hierarchical regression analysis to verify all hypotheses. Our findings can be summarized as follows. 1.A cross-functional team’s functional background diversity can enhance team performance. 2.Higher degree of transactive memory system has positive moderating effect between functional background diversity and team performance. This study’s most contribution is that it is the first empirical research to the HCWSs and TMSs as the moderator of diverse research to explore the influence and team performance. Furthermore, this study investigates the variable “employee’s perception of HCWS” and “team’s degree of TMS”, which is important in understanding how diversities will influence team performance.
35
Perrett, Robert A., and J. Spoehr. "High Performance Work Systems in South Australia: A review of the literature." 2015. http://hdl.handle.net/10454/10095.
Full text
36
DanelFostin and 范司丁. "High Performance Work Systems, Customer Satisfaction and Commitment, Mediated by Engagement ＆ Flexibility." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/97391492038353123302.
Full text
37
Wang, Cheng Yu, and 王澄宇. "A Comparative Study of Four Generations of Work Values, Organizational Commitments, and High Performance Work Systems." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/j6s8k8.
Full textAbstract:
碩士長庚大學
工商管理學系
106
The purpose of the research is to study the emphasis of work values, organizational commitments and high performance work systems of different generations. The research subjects target on workers in Taiwan, who are divided into four generations by ages. Recovered effective questionnaires are 417 in total. Research methodology applies questionnaires, and the statistical methods include One-Way ANOVA (Analysis of Variance), Scheffe, and t-test. The results find that group within 50 to 59 years old has higher emphasis on altruistic service than group of 20 to 29 years old, and they also have higher values on integrity friendship than group of 30 to 39 years old. Group within 20 to 29 years old emphasizes more on social respects, material rewards and leadership than groups of 30 to 39, 40 to 49 and 50 to 59 years old. Group of 20 to 29 years old values power position higher than group of 30 to 39 and 50 to 59 years old. The men from group within 20 to 29 years old emphasizes more on Spiritual growth and power position than the women from groups of 20 to 29. The women from group within 50 to 59 years old emphasizes more on Spiritual growth than the men from groups of 50 to 59.Group of 50 to 59 years old has higher organizational commitments than the group of 30 to 39 years old. As in the high performance work systems, group of 20 to 29 years old emphasizes on more employee training. The research suggests that business organizations can combine employee training and performance assessment to simultaneously taking into account of the external rewards and company policies of group of 20 to 29 years old. For group of 30 to 39 years old, the enterprise needs to guard against their job-quitting or job-hopping due to their lower organizational commitments. No management advice for group of 40 to 49 years old because there are no significant statistical results. Management strategies for group of 50 to 59 should make them understand what they are doing is meaningful to the society and can feedback the society to satisfy their intrinsic rewards.
38
Wu, Ming-Chun, and 吳明純. "A study on the relationships among high performance work systems, service climate and performance of service." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/85596218648878342902.
Full textAbstract:
碩士國立中正大學
勞工關係研究所
104
The service industry in Taiwan has become a major role in the economic development, as the service industry is growing fast globally. Organizations need highly flexible resources and practices to assist organizations in achieving goals. High Performance Work System (HPWS) systematically integrates different methods of human resource management, incorporates with organizations’ strategies, and takes employees into consideration of the organizational strategies as a whole. HPWS effectively improves the performance of organizations and management and suits the service industry. HPWS comes from the view of strategic human resource management from the theory of Resource-Based View, and it is different from the approach of traditional human resource theory. This study is based on HPWS to conduct experiments on chain stores in the service industry that have two or more stores in Taiwan. This study focuses on analyzing the relationships among HPWS, service climate, and service performance, based on Hierachical Linear Modeling (HLM). Data were collected on a two-wave approach to avoid common method variance. 329 copies of questionnaire were collected from 90 stores. The findings are below. (1) HPWS has significantly positive effect on employees’ service performance. (2) HPWS has significantly positive effect on service climate. (3) Service climate has significantly positive effect on employees’ service performance. (4) Service climate has fully mediating effect on the HPWS and service performance. Finally, based on the research results, concrete recommendations are provided as the references for the practice.
39
Jin, Qiu-Chi, and 金秋池. "The Influence of Service-Oriented High-Performance Work Systems and Transformational Leadership on Unit Employee Performance." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/41238000358215321087.
Full textAbstract:
碩士國立中興大學
企業管理學系所
105
The global economy has long relied on manufacturing, but in recent years, service has gradually become the main driving force for economic development. In order to stand out in a highly competitive service environment, enterprises tried to make adjustments promote employees to provide customers with high quality services in their human resource management system and leadership. In the past, many studies have shown that service-oriented high-performance work systems and transformational leadership can have a positive impact on unit employee performance, but it does not show whether the two can affect unit performance at the same time. The effect of service climate for the mediation mechanisms between service-oriented high-performance work systems, transformational leadership and unit employee performance relationship is rarely being discussed. Therefore, to investigate the impact of service-oriented high-performance work systems and transformational leadership on service performance and service-oriented organizational citizenship behavior in our study, service climate is added as mediator. This study uses footwear retailer store in China as a research subject to collect the questionnaire data of 142 managers and 569 employees through multi-source and multiple time points. In this study, the whole store was applied as an analysis unit. This study uses the structural equation modeling analysis(SEM) and bootstrap analysis and detection, the results show that transformational leadership is positively related to service climate, and then promotes service performance and service-oriented organizational citizenship behavior by service climate; service-oriented high-performance work systems is positively related to service-oriented organizational citizenship behavior. The result of this study implies theoretical and managerial implications importance as a whole study.
40
Hsu, Chia-Chen, and 許家甄. "The Influence of High Performance Work Systems and Positive Affectivity on Job Engagement." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/63263565984043995165.
Full textAbstract:
碩士國立中正大學
勞工關係學系暨研究所
102
Chain service industry has brought considerable economic effects worldwide. As a result, the shortage as well as the training of professional and talented persons has bothered most of the businesses. Taiwan is of course not an exception. How to strategically and systematically solve the problem and at the same time upgrade the overall performance and maintain competiveness in the industry has become an important issue. High Performance Work System (HPWS), which is a strategic and systematic human resource management practices, are adopted by the majority of enterprises to meet performance targets. The motivation of this study is to explore how chain service industry may apply HPWS to the company so that the employees may exert their role performance, and in turn, achieving the overall goal and maintaining a competitive advantage. The final goal of this study is to examine the effect of the organizational level of HPWS on the degree of job dedication, and furthermore, the study also examines if the aforementioned effect is interfered by personal positive affectivity. Hence, the organizational level of HPWS is taken as the independent variable in the study, the degree of job dedication is the dependent variable and personal positive affectivity is the mediated variable. Purposive sampling method is adopted in the study. The first line workers from 110 chain stores in the chain service industry were invited to complete the questionnaires. The distribution of the questionnaires was divided into two stages to reduce the covariance. Totally 401 valid questionnaires were collected. Hierarchical linear model was applied to test the research model. The results of the study show that HPWS positively affects personal positive affectivity, and HPWS also positively affects the degree of job dedication. In addition, personal positive affectivity affects the degree of job dedication, and it is also confirmed that personal positive affectivity is the mediator between HPWS and the degree of job dedication. Suggestions and conclusions are proposed to the businesses, managements and employees at the end of the paper.
41
Diogo, Pedro Francisco Sousa. "High Performance Work Systems and Employee Outcomes - Shedding some Light into the Blackbox." Master's thesis, 2019. http://hdl.handle.net/10316/90014.
Full textAbstract:
Dissertação de Mestrado em Gestão apresentada à Faculdade de EconomiaNum ambiente competitivo em que as organizações se esforçam para obter vantagens competitivas, os Sistemas de Trabalho de Alto Desempenho (STAD) aparecem como uma possível fonte de vantagem competitiva sustentada. Mas ainda assim, há muito que aprender sobre esses sistemas. Será que realmente aumentam o desempenho das organizações? A que custo o fazem? Quais são os mecanismos pelos quais eles aumentam o desempenho da organização? Estas são algumas questões que ainda não estão totalmente esclarecidas e precisam de mais estudos para que possam ser mais bem compreendidas, de forma a iluminar “caixa negra” dos Sistemas de Trabalho de Alto Desempenho. O nosso objetivo é entender o impacto da STAD nos comportamentos e atitudes dos funcionários, pois são esses comportamentos e atitudes que medeiam a relação entre a STAD e o Desempenho Organizacional. Mais especificamente, com base nas percepções dos funcionários, tentámos entender os mecanismos pelos quais os STAD afetam os comportamentos e atitudes dos funcionários. Seguindo teorias como AMO e Trocas Sociais, desenvolvemos as nossas hipóteses relacionando os STAD com os comportamentos e atitudes dos empregados, referidos na literatura como importantes precursores do desempenho organizacional. Para permitir o teste das nossas hipóteses, recolhemos 306 respostas de indivíduos que trabalham em organizações através de um questionário online. Usando os Modelos de Equações Estruturais analisámos os dados e 17 das nossas 26 Hipóteses foram suportados. Além disso, alguns dos resultados foram estatisticamente apoiados, mas para relações opostas relativamente às Hipóteses, por exemplo, os resultados mostraram uma relação negativa entre os STAD e o Stress, ao contrário do que supusemos. Os resultados apoiam algumas relações extensamente estudadas e outras pouco abordadas na literatura sobre STAD, contribuindo para uma melhor compreensão dos mecanismos pelos quais os STAD se relacionam com os comportamentos e atitudes dos funcionários e, ao mesmo tempo que levantam algumas questões. Os resultados apoiam perspectvas como os ganhos mútuos e as perspectivas unitaristas, associando os STAD a atitudes e comportamentos positivos como a Satisfação no Trabalho. Apesar disso, os resultados também mostram que perspectivas como os ganhos conflituantes e perspectivas pluralistas têm algum fundamento e que os STAD podem ter um “Lado Negro” que precisa de ser considerado, visto que foi encontrada uma relação positiva entre os STAD e a Intenção de Saída. Mais estudos são necessários para esclarecer alguns dos nossos resultados inesperados e para aprofundar o conhecimento sobre algumas relações pouco estudadas que abordámos. Outras variáveis, embora não incluídas no nosso estudo, também devem ser incluídas em outros estudos (por exemplo, motivação e confiança na gestão), como são referidos na literatura dos STAD como possível mediador para algumas relações entre os STAD e comportamentos e atitudes dos funcionários.
In a competitive environment where organizations strive for competitive advantage, High Performance Work Systems appear as a possible source of sustained competitive advantage. But still, there is a lot to learn about these systems. Do they really enhance firm performance? At what cost do they do that? What are the mechanisms through which they deliver higher organizational performance? These are some questions that still are not fully clarified and need more studies so that they can be better understood to shed some light into the “blackbox” of the HPWS-performance linkage. Following this, our goal was to understand the impact of HPWS on employee outcomes, as these outcomes mediate the relationship between HPWS and Organizational Performance. More specifically, based on employee perceptions, we tried to understand the mechanisms through which HPWS impact employee outcomes. Following theories such as AMO and Social Exchange we developed our hypothesis relating HPWS with employee outcomes referred in the literature as important precursors of organizational performance. To enable the testing of our hypothesis, we collected 306 responses from individuals working in organizations through an online questionnaire survey. Using Structural Equation Modeling we analysed the data and 17 of our 26 Hypothesis were supported. Also, some of the results were statistically supported but for opposite relations relative to the Hypothesis, for example, results showed a negative relation between HPWS and Stress, contrary to what we hypothesized. The results support some relations extensively studied and others scarcely addressed in HPWS literature, contributing to a better understanding of the mechanisms through which HPWS relate to some employees’ outcomes while also raising some questions. Results support views like mutual gains and unitarist perspective, linking HPWS to positive employee outcomes like Job Satisfaction. Regardless, the results suggest that views like Conflicting Outcomes and the pluralist perspective are not groundless and that HPWS might have a “Dark-Side” that needs to be accounted for, as a positive link between HPWS and Intention to Leave was found. Further studies are needed to clarify some of our unexpected results and to deepen knowledge regarding some scarcely studied relations that we addressed. Other variables, although not included in our study, should also be included in further studies (e.g. motivation and trust in management), as they are referred to in HPWS literature as possible mediators to some HPWS-Employee Outcomes links.
42
Chang, Chu-Hsuan, and 張竹萱. "Shine for the Career: Employees’ Proactive Roles in the High Performance Work Systems." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/ph895t.
Full textAbstract:
碩士國立中山大學
管理學院國際經營管理碩士學程
107
Much of literature has examined the impact of high-performance work systems (HPWS) on organizational benefits, such as sales growth, perceptual firm performance, and innovation, as well as employee job satisfaction, work engagement, and job performance. However, little HPWS research has paid attention to employee working attitude and behaviors, such as job crafting and subjective career success. Thus, this study reveals the connection of HPWS and employee subjective career success, as well the effects of job crafting behaviors as the mediation on the relationship of two study variables. A sample of 233 participants from 5 different industries in Taiwan completed 3 time-lag designed questionnaires with 6 weeks in between. The collected data was analyzed using SPSS regression and PROCESS bootstrapping. Results show that job crafting behaviors connect the relationship of HR practices and employee subjective career success. Practical and theoretical implications of the findings are discussed in this study.
43
Yixian, Li. "The relationship of high performance work systems on turnover intention in Chinese companies." Master's thesis, 2020. http://hdl.handle.net/10071/21948.
Full textAbstract:
Most companies in China are gradually focus on implementing high performance work systems
(HPWS) to enhance the organizational performance and productivity. These practices are
accepted to be universally effective into retaining employees but in fact their nature is targeting
motivations that are not homogeneous across age and life stages. The opportunity to explore
the differential effectiveness of HPWS is a research gap that deserves attention. This study
seeks to analyze the impact of HPWS on employee retention testing for the moderation effect
of employee age. With a sample of 236 workers from several industries in China, findings show HPWS are more
effective in the younger working population in China when compared to the older one. Findings
are discussed at the light of theory and implications for HRM explored.A maioria das empresas na China tem vindo a focar-se gradualmente na implementação de sistemas de trabalho de elevado desempenho (STED) para melhorar a produtividade e o desempenho organizacionais. Estas práticas são aceites como sendo universalmente eficazes na retenção de trabalhadores mas, de facto, a sua natureza está ligada a motivações que variam ao longo da idade e da fase de vida. A oportunidade para explorar a eficácia diferencial dos STED é uma lacuna de investigação que merece atenção. Este estudo procura analisar o impacto dos STED na retenção dos trabalhadores testando o efeito moderador da idade dos trabalhadores. Com uma amostra de 236 trabalhadores de vários sectores económicos na China, os resultados mostraram que a HPWS são mais eficazes na população trabalhadora jovem quando comparados com os mais velhos. Os resultados são discutidos à luz da teoria e as implicações para a GRH exploradas.
44
Chen, Tzu-Chien, and 陳子千. "A study on the Relationships among High Performance Work Systems, Psychological Attachment, and Cohesiveness." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/61137703884161067038.
Full textAbstract:
碩士長榮大學
企業管理學系碩士班
102
The high-tech industry has become the important industry that contributes to the rapid development of Taiwan's economy. Having reviewed the domestic and western relevant literature, this study has not found the combination of these constructs (i.e., high performance work systems, psychological attachment, and cohesion) within one study. To bridge the gap, the organizational identification theory and social exchange theory will be used as theoretical bases to explain the relationships between these constructs. More specifically, high performance work system will be considered as an independent variable; psychological attachment will be considered as a mediating variable; cohesion will be considered as an outcome variable. Employees who currently work for the Kaohsiung Science Park will be used as study subjects. Of the 211 questionnaires distributing to the Kaohsiung Science Park employees, 196 were returned. Having deleted 16 invalid questionnaires due to messing data, this study obtained a response rate of 85.7%. Having conducted the factor analysis, the two factors were extracted from the high performance work system. The first factor named employment and rewards, the other factor named employee development. The mediated regression analyses were conducted for hypotheses testing. The research results show that: (1) the employment and rewards aspect of high performance work system significantly influenced psychological attachment; (2) the employment and rewards aspect of high performance work system significantly influenced cohesion; (3) psychological attachment significantly influenced task cohesion; and (4) psychological attachment fully mediated the effect of the employment and rewards aspect of high performance work system on task cohesion. According to the findings, this study suggests that managers of the high-tech industry should pay attention to employee development activities to enhance employees' psychological attachment and cohesion, so that employees will be more willing to put in the work, to show the high quality of customer service, and create revenue for the organization.
45
Perrett, Robert A. "Same principles, different practices: The many routes to a high performance work system." 2016. http://hdl.handle.net/10454/10091.
Full text
46
LIU, Ying yu, and 劉盈鈺. "A Study on the Relationship between High Performance Work Systems and Job Performance : Personality Trait as A Moderator." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/95422269299188506725.
Full textAbstract:
碩士國立暨南國際大學
國際企業學系
98
The rise of innovative human resource management –High Performance Work Systems theory that is more flexible than the traditional human resource management in a knowledge-based environment, many companies actively looking for their own measures of High Performance Work Systems There is a serious lack of little research or empirical analysis of High Performance Work Systems industry in Taiwan. But the high-tech industry is often regarded as promoting the development of a country's future economic development. In recent years, Taiwan's main exports are electronic products, so the study of high-tech is very important. In this study, research data were collected from R&D employees of high-tech industry in Taiwan through questionnaire. This work proves that the job performance can be estimated properly by Big –Five personality trait, and reveals that in Big Five Fatcors, “Conscientiousness” personality trait predicts Task Performance more closely than others. Although this study demonstrated a positive effect on employees to participate in task performance , but we also find out some high performance can reduce the job performance. Due to the ambiguous definition on High Performance Work Systems, how to design a management fashion called High Performance Work Systems is a question mark, and it companions with company’s strategies and principles. In addition, the result confirms that the personality trait of R&D staff was a moderator on the relationship between High Performance Work Systems and job performance.
47
Tsai, Chun-Hui, and 蔡錦惠. "Antecedents of Service-Oriented High-Performance Work Systems: Using Retail Chain Stores as An Example." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/44886404423387246169.
Full textAbstract:
碩士國立中興大學
企業管理學系所
105
High-Performance Work Systems is a part of HR practices. According to the previous studies, if the enterprise utilizes the HPWS in practice, it will make the performance get positively effect. But the previous studied were usually focus on the general oriented performance system. Besides some of enterprises does not utilize the HPWS in practical method entirely or even some of them do not utilize HPWS in practice. In the seriously competitive service environment, the concept of service is more important than before. It is a very important issue that how to manage the service providers effectively, and how to transmit the complete service spirit of enterprise to the front-line employees. Consequently, the research will connect the high performance system to conception of service, and supposes that the dimension of strategy will be preferred on their customer service oriented of conception. In the other word, This study investigates the relationship between Service-Oriented High-Performance Work System and Customer-Oriented Business Strategy. In order to know what kind of business environment will make the company tend to utilize Customer-Oriented Business Strategy. The study researches dimension of external factor- Competitive Intensity, internal factor- Merchandise Quality and customers’ characteristics factor- Merchandise Quality. The theoretical framework of this study was tested by collecting data personally from the managers of retail chain stores in Taiwan. The final sample was 489 stores after deletion. Besides, we apply an entire store as analytical level. Employing structural equation modeling analysis, this study found that: (1) there was a positive relationship between Service-Oriented High-Performance Work System & Customer-Oriented Business Strategy; (2) there was a positive relationship between Competitive Intensity & Customer-Oriented Business Strategy; (3) there was a positive relationship between Merchandise Quality & Customer-Oriented Business Strategy; (4) there was a negative relationship between Price Consciousness & Customer-Oriented Business Strategy.
48
TING, YU-CHI, and 丁昱琦. "The Relationship between Entrepreneurial Orientation and Firm Performance in All Listed Companies: High Performance Work Systems as a Mediator." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/6a6m3f.
Full textAbstract:
碩士國立中正大學
勞工關係研究所
104
Innovation plays a key role for enhancing the competitiveness of firms in the highly technological change and increasingly intense global competition environment. For the success of entrepreneurship, the success of human resource management practices is important to push the hand. Company can implement a variety of human resource management practices of high performance system to achieve the purpose of enhancing the performance. This study is directed at all listed company executives, in attempt to know all listed companies how to use the entrepreneurial orientation of innovation, risk-taking and proactiveness to influence corporate performance. In additional, this study focuses on whether high performance work system is partially mediated effect between entrepreneurial orientation and corporate performance. This study is sampled in three ways: (1) Snowball sampling, where I ask friends who are working in all listed companies to forward my questionnaires to executives. (2) Convenience sampling, where questionnaires are personally delivered to executives then recycled personally. (3) Mail sampling, where I mail questionnaires (with return enveloped attached) to executives. Finally, 98 valid questionnaires are recycled, and the following results are drawn. 1. Entrepreneurial orientation has significantly positive impact on high performance work systems. 2. Entrepreneurial orientation has significantly positive impact on company performance. 3. High-performance work systems has significantly positive impact on company performance. 4. High-performance work systems is partially mediated effect between entrepreneurial orientation and corporate performance. According to the research results, the study proposes specific conclusions and research implications for future research.
49
Tang, Ta-wei, and 湯大緯. "The Relationships among High-Performance Work Systems, Leadership, Service Climate, Selling Adaptability and Service Performance: A cross-level analysis." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/07922567608482949547.
Full textAbstract:
博士國立雲林科技大學
管理研究所博士班
95
Despite there are substantial research have found the positively association between service climate–customer service performance, however, we still know little about how service climate shaped, and how service climate results in customer service performance. Particularly because of the intangible services are produced and consumed simultaneously, and the service providers play a critical role in dynamic service delivery processes. Thus, how an organization creates a climate for superior service is important to ensure that customers received high-quality service. This study has developed a proposal model of how high-performance work systems (HPWS) and store level transformational leadership affect the store level service climate conditions that facilitate service contact employees’ selling adaptability and resultant store service performance. A total of 25 store managers, 165 customer contact employees and 262 customers from 25 glasses store constituted the sample for this study. Models were tested using both employee ratings and manager ratings of individual-level selling adaptability. Based on employee rating of selling adaptability but manager rated, the results of cross-level analyses using hierarchical linear modeling (HLM) indicated that HPWS and transformational leadership fully mediated the relationship between service climate and individual employee’ selling adaptability. The results from HLM also demonstrated that store-level selling adaptability improve individual customer’ attitudes toward the store in terms of customer satisfaction and loyalty.
50
Luo, Lu. "Firm internal labor markets, flexible staffing, high performance work systems, and training in the United States." 2002. http://purl.galileo.usg.edu/uga%5Fetd/luo%5Flu%5F200205%5Fma.
Full text