Search

This document emphasizes the importance of studying human resource management (HRM) in the public sector and provides a model called "public value creation" to guide research in this area. The authors argue that researchers should contextualize their studies in the public sector and propose three levels of contextualization. The document also includes summaries of six papers that cover various topics related to HRM and public sector performance. These topics include employee outcomes in hospitals, performance management in elderly care, HRM in primary schools, team working in vocational education, stress and turnover in international organizations, and performance appraisals in Chinese public universities. [Extracted from the article]

To date, scholars have given less attention to how inter-firm learning and human factors promote a circular supply chain for SMEs in emerging markets. Drawing upon the socio-technical system theory, this study explores how green supply chain learning, green organizational citizenship behavior, and green employee creativity contribute to circular supply chain performance. Findings from a survey of 153 firms in Ghana suggest that green supply chain learning does not have a significant impact on circular supply chain performance and green employee creativity, but it significantly relates to green organizational citizenship behavior. In addition, green organizational citizenship behavior and green employees' creativity have a significant effect on circular supply chain performance. Finally, green organizational citizenship behavior and green employee creativity jointly mediate the relationship between green supply chain learning and circular supply chain performance. The study offers insight into the factors that drive circular supply chain performance of small and medium enterprises in an emerging economy. [ABSTRACT FROM AUTHOR]

Static mixers are widely used in selective catalytic reduction (SCR) systems to improve the conversion efficiency and service life of the catalyst by better mixing ammonia and the exhaust stream. However, the structure of the mixer needs to be designed carefully to minimise the loss of the system pressure caused by its installation. In this work, experiments and simulations are conducted to evaluate the mixing performance of the static mixers and the system pressure loss. The simulations and experimental results have good agreement. Four novel static mixers are designed and compared with a commercial static mixer to demonstrate their performance. The results show that the box mixer can accomplish less pressure loss (690 Pa) and more homogenous mixing (CoV = 5.4%), and it can thus be used to improve the mixing of ammonia and the exhaust stream in SCR systems. [ABSTRACT FROM AUTHOR]

Employee work engagement is an asset valued by today's organisations, not only as an indicator of well-being at work but also because it improves both employees' work performance and organisational performance. Knowing how employee work engagement can be fostered in the firm is therefore a subject of great interest to both academics and managers, but few studies have examined how organisational interventions positively affect employee work engagement. In this research, we focus on the relevance of organisations' human resource management to promote high levels of engagement among their employees. The theoretical framework guiding our research, Kahn's (1990) model, provides interesting insights into the mechanisms through which human resource management influences employee work engagement. By testing a multilevel model based on matched data from a sample of 146 HR managers and 504 employees in Spanish companies, our analyses show that high performance work systems have a positive influence on work engagement through the employee psychological conditions of meaningfulness, psychological safety and psychological availability. [ABSTRACT FROM AUTHOR]

Education is a key pillar of social and economic development. In recent years, this sector has come under increasing pressure to provide improved and more relevant services. High performance work systems (HPWS) are deemed critical in order to meet these demands. Additionally, teachers are expected to be more creative in approaching their work which, it is argued, will improve performance at the school level. Nevertheless, little research has been conducted to understand how to enhance employee creativity, and whether creativity will improve the education sector's organizational performance. In addressing this gap, we conducted research in the education sector in China, collecting data from 59 public schools, over 1,000 teachers and just under 5,000 students. This multi-source dataset was analysed utilizing three-level structural equation modelling. The results support our hypotheses that HPWS enhance teacher creativity and subsequently improve student quality of school life indirectly through teacher job performance. The findings provide new insights into the value of strategic human resource management and the importance of creativity in the education sector. [ABSTRACT FROM AUTHOR]

Although extant literature has highlighted the importance of human resource system to thriving at work, we have yet to know whether perceived strengths-based human resource (HR) system has a significant relationship with employee thriving at work. Drawing upon conservation of resources theory, the current study sought to investigate the relationship of perceived strengths-based HR system with employee thriving at work and the mediating role of general self-esteem and the moderating role of emotional exhaustion in this relationship. Research data were gathered at three points in time from employees working in various organizations in China. Results of structural equation modeling analyses demonstrated that perceived strengths-based HR system is positively related to thriving at work even after controlling for perceived high performance work system, and general self-esteem partially mediates the positive relationship of perceived strengths-based HR system with thriving at work. In addition, emotional exhaustion negatively moderated the direct relationship of general self-esteem with thriving and the indirect relationship of perceived strengths-based HR system with thriving at work through general self-esteem. The current study is the first to empirically investigate the perceived strengths-based HR system and thriving at work linkage, which advances HR system and thriving at work theories and research. [ABSTRACT FROM AUTHOR]

We explore the wellbeing of employees (via insomnia and job burnout) due to the importance of a healthy workforce. High Performance Work Systems (HPWS) have been argued as playing a central role, and the present study explores a path model whereby HPWS influences job burnout (emotional exhaustion, cynicism) and then insomnia. Further, work-life balance (WLB) is included as a theoretically derived moderator which might attenuate relationships. These relationships are tested using a sample of 306 employees with time-lagged data, using moderated mediation analysis. The findings show that HPWS is significantly related to all constructs, and while burnout mediates HPWS effects, there remain significant indirect effects. Further, WLB predicts all wellbeing outcomes and interacts with HPWS towards cynicism, and then acts as a boundary condition on the moderated mediation model. Ultimately, we find the indirect effect of HPWS on insomnia (through cynicism) becomes weaker as employee WLB gets stronger. The findings suggest that managing employee wellbeing is a complex process working through various factors, although HPWS appear to play a key role with WLB. The implications for HR are discussed. [ABSTRACT FROM AUTHOR]

Strategic human resource management and strategic leadership are both important factors affecting organizational effectiveness. However, few studies have organically integrated their influences on organizational outcomes. Drawing on social information process theory, this study proposed a variety of relationships between high performance work system (HPWS) and CEO relationship-focused leadership behaviours on organizational outcomes including firm performance, organizational-level affective commitment and employee overall turnover rate (e.g. strengthening effect, weakening effect, and substitution effect). Based on a matched data from vice presidents, human resource managers and employees in 182 Chinese firms, this study found the above three relationships between HPWS and CEO relationship-focused leadership behaviours on organizational outcomes. Specifically, when HPWS and CEO relationship-focused leadership behaviours were both high, firm performance and organizational-level affective commitment were higher, and employee overall turnover rate was lower; the effects of HPWS on organizational outcomes would not be significant when CEO relationship-focused leadership behaviours was low; when HPWS was low but CEO relationship-focused leadership behaviours was high, employee overall turnover rate was highest. This study contributed to the understanding of the relationship between 'system' and 'renqing' in the context of Chinese enterprises, integrated the research on strategic leadership and strategic human resource management, and had important inferences for management practice. [ABSTRACT FROM AUTHOR]

While the links between High Performance Work Systems (HPWS) and performance are established, we extend this literature by (1) focusing on new products/services innovation and (2) testing relationships on SMEs (up to 250 employees). Specifically, we test a path model whereby HPWS influences human capital and ultimately innovation. Furthermore, to better understand potential resource differences within SMEs of different size, and the business environment context operated in, we also test (3) firm size and (4) competitive rivalry as moderators. Combining these factors, we test moderated mediation models and use a sample of 253 SMEs with time-lagged data. Findings show HPWS are positively related to a firm's human capital and innovation, and the direct effect of HPWS is partially mediated by human capital. Moderation effects highlight that firm size is most important, with larger SMEs outperforming smaller SMEs only when they have high HPWS. Greater competitive rivalry in conjunction with HPWS (2-way) and for larger SMEs (3-way) produces the highest levels of human capital. Finally, a moderated mediation effect is found for firm size, showing that the indirect effect of HPWS on innovation (through human capital) strengthens as SMEs get larger. The implications for HPWS and SME innovation are discussed. [ABSTRACT FROM AUTHOR]

By integrating job demand-resources and social learning theories, the mediation effects of work engagement between servant leadership and service-oriented behavior; and moderating effects of self-efficacy and high-performance work systems (HPWS) on the connection between servant leadership and work engagement were examined. Partial least squares was applied to analyze survey data of 381 customer-contact hotel employees from three cities in Cambodia. Servant leaders have a positive and significant influence on employee-level service-oriented behavior directly and indirectly via work engagement. Both HPWS and self-efficacy significantly and positively moderates the association of servant leadership and work engagement. Overall, findings indicated the importance of servant leadership, engaged employees, HPWS, and self-efficacy in fostering service-oriented behavior. The novelty of this study is the extension of job demand-resources and social learning theories by investigating the mediating role of work engagement and the combined moderating role of HPWS and self-efficacy. Practical and theoretical implications are described. 通过整合工作需求资源和社会学习理论, 研究了工作投入在服务型领导和服务型行为之间的中介作用; 此外, 还考察了自我效能感和高绩效工作系统(HPWS)对仆人领导与工作投入之间关系的调节作用. 偏最小二乘法用于分析柬埔寨三个城市381名顾客接触酒店员工的调查数据. 服务型领导通过工作投入直接或间接地对员工层面的服务导向行为产生积极而显著的影响. HPWS和自我效能感显著且积极地调节了仆人领导和工作投入的关联. 总的来说, 研究结果表明了仆人领导, 敬业的员工, HPW和自我效能感在培养服务导向行为方面的重要性.本研究的创新之处在于通过调查工作投入的中介作用以及HPWS和自我效能感的联合调节作用,扩展了工作需求学习描述.了实了实际和理论意义 [ABSTRACT FROM AUTHOR]

Human resources are concerned with recruiting, training and keeping talent. The correct selection of personnel is key to the success of a business because regardless of the outstanding business strategy, those who put it into practice are most important. A carefully developed strategy is as bad as having no strategy if the wrong person is placed in the wrong position. There are no studies to predict the competency of job applicants based on dimensional values such as level of knowledge, self-motivation, self-concern and role perception. This study proposes a prediction model that uses AI (Artificial Intelligence), this includes a quantitative mathematical model that identifies the level of personnel competency to optimize job performance. The model verifies the discrete and continuous relationship between competency dimensions and their synergetic effects. Four AI algorithms are used to train a data set that contains 362 data elements, consisting of two optimized combinations of dimensional values in step 1, and 360 data elements that are derived from the dimensional relationship that produces the synergetic effects. The proposed model predicts the competence of job applicants and compares this competence with the value gives optimized job performance to optimize the selection of human resources. [ABSTRACT FROM AUTHOR]

The 'system perspective' concept has intensely been supported by strategic human resource management researchers , who have so far been fairly successful in producing substantial evidence to prove that synergistic and mutually reinforcing human resource (HR) practices bonded together in 'bundles' , can significantly affect the performance of organizations at multiple-levels. To understand how HR activities interrelate to generate positive (negative) synergistic effects and affect performance across multiple levels, it is necessary to comprehend the pattern of relationships within HR activities. However, limited efforts have been made to explore the nature of the 'Internal-Fit'of HR elements within the construct of HPWS. This research study aims (1) to develop a multi-leveltheoretical framework of HPWS to illustrate how aligned and interrelated HR activities can generate synergistic effects that may affect performance at multiple levels and (2) to clarify the nature of 'Internal-Fit' of HR elements in both horizontal and vertical dimensions within HPWS. [ABSTRACT FROM AUTHOR]

Research in strategic human resource management indicates that high performance work systems (HPWS) have a positive impact on the overall performance of an organization as a result of better human resource (HR) outcomes. Regarding the multi-dimensional and complex nature of these factors, common statistical models are not useful for examining the performance of HPWS. Using the capabilities of multi-attribute decision-making (MADM) methods to deal with various criteria that may be contradictory, this study proposes a MADM-based framework that provides the opportunity to prioritize HR practices. Based on this framework, high-performance HR practices and their related HR outcomes were identified after studying the theoretical literature and ascertaining the views of decision-makers and HR experts. Then, after looking at the interactions among HR outcomes, the weights of the criteria were calculated using the method of the decision making trial and evaluation laboratory (DEMATEL). Then, the alternatives were ranked using the multi-attributive border approximation area comparison (MABAC) method. Finally, the designed framework was implemented in an organization active in the banking industry. This framework can be used to improve employees' performance and, consequently, the performance of the organization. Accordingly, taking into account the resource constraints organizations face, the priorities presented can be helpful in budgeting human-resource-management (HRM) improvement projects and making an appropriate resource allocation for this. [ABSTRACT FROM AUTHOR]

Although Human Resource Management (HRM) scholars have frequently called for a more contextualized approach to HRM, there is still a limited understanding of how the HRM-employee outcome relationship varies under different conditions. This study tests a model that positions workload as a moderator of the relationship between perceived skill-, motivation- and opportunity-enhancing High Performance Work Systems (HPWS) and employee absenteeism. Using data from 194 employees, the results revealed that under high workloads, perceived opportunity-enhancing HPWS practices reduce absenteeism. However, workload did not influence the relationship between skill-enhancing and motivation-enhancing HPWS and absenteeism. The findings highlight that demanding work conditions in the form of a high workload can alter the relationship between HRM and key employee outcomes in such a way that the benefits of some HR practices become particularly useful when employees really need them. In addition, the findings underline the need to focus on the differential effects of skill-, motivation- and opportunity-enhancing HPWS practices for a richer understanding of the HRM–employee outcome relationship. [ABSTRACT FROM AUTHOR]

Currently used humidity sensors have a large size which seriously hinders their applications in many special fields. Therefore, a facile way for fabricating miniaturized humidity sensors is desired. In this work a high-performance, nanofiber bundle sensor (NfBS) was fabricated through immersing nylon66 (PA66)/multiwall carbon nanotubes (MWCNTs) nanofiber bundles into a polyvinyl alcohol solution. In the PA66/MWCNTs nanofiber bundles the MWCNTs were absorbed on the surfaces of the PA66 nanofibers. The NfBS exhibited a wide range of 11–85% relative humidity (RH) sensitivity with a fast response-recovery time as well as small hysteresis and good repeatability, but had an extremely small size (about 0.1 mm in diameter and 2 mm in length) due to the unique advantages of nanofiber bundles. In addition, the NfBS showed good performance in monitoring human breath. The results in this study provide a promising opportunity and a good method for manufacturing mini-humidity sensors with smaller sizes for electronic products. [ABSTRACT FROM AUTHOR]

This study provides an empirical examination of the relationship between organizational investments directed toward the human resource (HR) function and a key performance outcome – labor productivity. Utilizing a multiple constituency perspective of the HR function, we proposed that organizational investments of financial resources into their HR functions will influence labor productivity; and that the availability of professional HR staff and implementation of high performance work systems will moderate this relationship. Utilizing a sample of 475 organizations drawn from multiple locations and sectors in the United States, we found that HR function investments predicted labor productivity, and the proportion of HR staff occupying professional/technical roles moderated (enhanced) the HR function investment-labor productivity relationship. However, the HR function investment-productivity relationship was found to be stronger in organizations with low (as opposed to high) levels of high performance work systems. We discuss these findings within the context of increasing demand on the HR function to demonstrate returns on investments. [ABSTRACT FROM AUTHOR]

While there is evidence that high performance work systems (HPWS) are related to positive employee attitudes, the underlying mechanism is not yet thoroughly understood. Similarly, though the benefits of employees' psychological capital (PsyCap) in the workplace are well documented, little is known about the extent to which PsyCap stems from the context in which people work. Adopting a multi-level approach and using the ability-motivation-opportunity (AMO) framework and the conservation of resources (COR) theory as theoretical backdrop, we develop and test a moderated mediation model to explain how organization-level HPWS relate to individual employee work attitudes (job satisfaction and affective organizational commitment) that reflect well-being through the mediating mechanism of employees' PsyCap. Analysis of multi-source data from 569 employees in 44 firms showed that HPWS were positively related to job satisfaction and affective commitment, and that these relationships were partially mediated by PsyCap. Furthermore, moderated path analysis revealed that an interactional justice climate strengthened the direct effect of HPWS on PsyCap and work attitudes as well as the indirect effects of HPWS on work attitudes. The theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Empirical evidence shows that profitability does not always rise when lean management (LM) is implemented. This paper reviews the literature that has empirically analysed how LM impacts financial performance in order to identify the most used assessment model and the direction and significance of the findings. We have found that the most comprehensive models, those considering financial and operational indicators and contextual factors, find a positive and significant impact of LM on financial performance. These findings can benefit managers requiring an assessment of LM and the building of an evaluation system and can serve as a guideline for monitoring LM implementation. [ABSTRACT FROM PUBLISHER]

Existing high performance work system (HPWS) research has rarely considered cultural influences. This study investigates the relationships between guanxi, HPWS and employee attitudes in China. A data-set consisting of 226 employees in a Chinese state-owned enterprise in the railway sector was used to test the hypotheses. Using structural equation modelling as an analytical tool, we found that guanxi was positively related to HPWS and trust. Similar to research in the Western context, HPWS was found to be positively related to trust and job satisfaction. Moreover, the results also revealed that HPWS mediated between guanxi and both trust and job satisfaction. Theoretical and practical implications are both discussed. [ABSTRACT FROM AUTHOR]

This paper sought to demonstrate how communities of practice can coalesce with high performance work systems to develop an Africanized learning culture that promotes interaction among employees and empowers them to create innovative knowledge for competitive performance. A total of 622 individual participants were selected from medium- and large-sized organizations (>200 employees) to complete data collection questionnaires. Structural equation modeling (path analysis coefficients) revealed that both components (hard and soft) of high performance work systems have significant mediating effects on the relationship between communities of practice and knowledge creation. However, adoption of the soft component of high performance work systems in knowledge creation seemed to be more relevant to African social learning practices and operational contexts. [ABSTRACT FROM AUTHOR]

Relative to previous research concerning the positive association between high-performance work systems (HPWS) and employees' voice and helping, we examined a wider range of mediators reflecting employees' ability, motivation, and opportunity to expand their citizenship-based role definitions. Trust in the supervisor was also investigated as a boundary condition on the relationships in question. Multisource data, collected in 4 waves, from 208 supervisor–employee dyads showed that employees' efficacy, instrumentality, and autonomy perceptions concerning voice mediated the association between employee-experienced HPWS and expanded role definition for voice. Instrumentality mediated the relationship between employee-experienced HPWS and expanded role definition for helping. The positive links between employee-experienced HPWS and both supervisor-rated helping and voice were mediated by employees' role definitions. Trust in the supervisor positively moderated the mediated effects. [ABSTRACT FROM AUTHOR]

Received human resource management (HRM) studies have paid much attention to the relationship between high-performance work systems (HPWS) and employees’ attitudes and behaviours, but they lack deep understanding on how such HRM systems work for ‘new generation’ employees and accommodate ‘new generation’ preferences and characteristics. Embracing ‘new generation’ workforce characteristics, we collected two waves of data from 561 employees who were based in 23 Chinese firms. Our findings reveal that, first, HPWS is positively related to ‘new generation’ employees’ engagement; second, hindrance-related stressors partially mediate the relationship between HPWS and ‘new generation’ employee engagement, but the mediation role of challenge-related stressors is not evident; third, procedural justice negatively affects the relationship between HPWS and hindrance-related stressors; finally, HPWS and procedural justice jointly affect ‘new generation’ employee engagement partly through hindrance-related stressors. We conclude that the study not only contributes to the link between HPWS and employee engagement in a ‘new generation’ workforce context, but also argues for the importance of having occupational stress- management for a ‘new generation’ employee workforce. [ABSTRACT FROM AUTHOR]

Based on social exchange theory, we developed and tested a mediated moderation model to investigate the effects of psychological contract breach (PCB), person--organization fit (P-O fit) and high-performance work system (HPWS) on employee engagement. Using a sample of 255 employees in China, our results revealed that PCB has significant negative effect on employee engagement, and P-O fit partially mediates this relationship. We further found that high levels of perceived HPWS aggravate not buffer the negative effect of PCB on employee engagement and P-O fit. In addition, the interaction of HPWS and PCB on employee engagement is mediated by P-O fit. Implications for the research and practices, limitations and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Competitive and economic pressures have encouraged many non-profit organisations (NPOs) to implement high-performance work systems (HPWS); however, the objectives of such systems can contradict a ‘values-based approach’ to managing people. In this article, we ask how these two approaches to human resource management (HRM) can coexist and still result in a ‘strong HRM system’ and climate. Our unique case is an Australian Catholic NPO that combines a private and public hospital under the banner of Mercy Healthcare; the former must generate a surplus to fund the budget shortfall of the latter. Eighty-three interviews are combined with a range of secondary data, outlining the crises that motivated the implementation of a HPWS in a NPO. We identify a modified HPWS tempered by a values-orientation, softening potentially conflicting elements of strategic HRM and complementing the organisation’s deeply rooted Catholic values. Despite some conflict between what interviewees term ‘the balance between the mission and the margin’, careful alignment of organisational values with the HPWS resulted in a stronger climate, positive employee outcomes, and a high-performing HRM system. This article informs our understanding of how HPWS can contribute to NPO performance, and addresses the call for research on HRM in NPOs, and in particular, values-based systems of HRM. [ABSTRACT FROM PUBLISHER]

We examine the impact of HPWS on the attitudes and retention of Chinese employees in multinational enterprises (MNEs) operating in China. More specifically, we examine the extent to which the degree of HPWS and the impact of these practices differ according to the country of origin of the MNE. We surveyed a sample of 410 Chinese employees currently working in Western and Asian MNEs. The findings indicate significant ‘country of origin’ effects, where employees of Western and Asian MNEs perceive different levels of HPWS are in operation in their respective organisations. Employee trust, job satisfaction and affective commitment are all important factors in the retention of Chinese employees of MNEs, with high levels of commitment being the most significant factor. However, the relative impact of these factors on employee retention differs by country of origin of the MNE. [ABSTRACT FROM AUTHOR]

The research aims at examining the relevance of “high-performance work system” in Indian context. Further, influenced by the concept of “black box,” the mediating role of employee engagement has also been tested. Agreeing with the universalistic perspective, the study result proves the relevance of high-performance work system to India. Consistent with ability-motivation-opportunity theory, the result also proved that high-performance work system aligned with employee engagement can significantly improve organizational performance. The finding suggests the Indian corporate practitioners to adopt high-performance work system by suitably aligning with employee engagement to improve organizational performance. [ABSTRACT FROM AUTHOR]

This study empirically examines the impact of two human resource management (HRM) systems on operational performance in two distinct mass customisation manufacturing (MCM) environments. Using the survey data collected electronically from 148 mass customisation manufacturers in the USA, moderated hierarchical multiple regression was employed to test the research hypotheses. Results suggest that operational performance significantly increases when a bundle of complementary basic HRM practices are integrated in MCM contexts that emphasise module and process standardisation. This finding indicates that these types of mass customisation manufacturers are capitalising on the opportunity to improve operational performance by strategically combining several different, but supportive, traditional HRM practices with a finite MCM system. [ABSTRACT FROM PUBLISHER]

This paper examines the mediating effects of social identification on the relationship between high performance work systems (HPWS) and psychological empowerment and the direct relationship between psychological empowerment and clinician perceptions of quality of patient care. We use structural equation modelling on a sample of 254 health professionals from a large regional hospital in Australia. Results demonstrate, first, a strong effect of HPWS on social identification. Second, social identification mediates the relationship between HPWS and psychological empowerment and, third, psychological empowerment has a strong effect on clinician perceptions of quality of patient care. Implications are drawn for management theory and hospital managers. [ABSTRACT FROM PUBLISHER]

An unresolved question about the relationship between union representation and the adoption of high-performance work systems (HPWSs) is which factors affect the roles of unions toward the HPWS adoption. Using data from a 2009 multi-industry survey of 301 Korean firms, the author empirically examines the impacts of unions on the adoption of HPWSs. From the strategic choice perspective, he focuses on the roles of firms’ competitive strategies regarding the unions’ behaviors toward the use of HPWSs. The results indicate that Korean unions are negatively associated with the adoption of HPWSs when employers choose to implement more comprehensive HPWSs. Evidence suggests, however, that employers’ differentiation strategies moderate the union's negative impacts even when the employers comprehensively use the HPWSs. It implies that the differentiation strategy is a key factor to resolve the conflicts between unions and employers concerning the adoption of HPWSs. [ABSTRACT FROM PUBLISHER]

Over the last two decades, high performance work systems (HPWSs) research has been dominated by examining the effects of these systems on firm performance. Research on the impact of HPWSs on employees has been marginalised. This study examines the impact of HPWSs on two psychological outcomes for employees, namely, subjective well-being (SWB) and workplace burnout, by utilising data collected from 1488 physicians and nurses in 25 Chinese hospitals. It also examines the moderating effects of employees' organisational based self-esteem (OBSE), as an individual intervention and physician–nurse relationships, as an organisational intervention, on the relationship between HPWSs and employee outcomes. HPWS is found to increase employees' SWB and decrease burnout. Such well-being-enhancing and burnout-relieving effects are stronger when employees have high OBSE. The positive effect of HPWS on SWB is also stronger when there is a collaborative relationship among employees in an organisation. The major contribution of this study is to unpack the ‘black box’ of how HPWS influences employee well-being in the Chinese healthcare sector context. [ABSTRACT FROM PUBLISHER]

To address recent calls in the literature for additional work on the role of high-performance work systems (HPWS) in determining individual outcomes, this study examines the relationship between employees' perceptions of HPWS and intention to leave, as well as the possible mediating role of job satisfaction, procedural justice and intrinsic motivation in this relationship. The model is tested with EQS 6.1, on a sample of 155 engineers from 19 different companies and industries. Results indicate that HPWS is associated positively with job satisfaction, procedural justice and intrinsic motivation. Results also show that only job satisfaction mediates the relationship between HPWS and engineers' intention to leave, whereas procedural justice and intrinsic motivation mediate the relationship between HPWS and job satisfaction. [ABSTRACT FROM PUBLISHER]

Although there is developing evidence on the effectiveness of global HRM best practices in emerging and developing economies, little is known about the efficacy of those practices in the Middle East. This study examines the impact of high performance work practices (HPWP) on both employee and organisational outcomes in Algerian firms. The results of a firm-level survey show that while HPWP are positively associated with employee work attitudes and motivations, this effect is not converted into organisational-level outcomes. The results are discussed and implications for future research are offered. [ABSTRACT FROM PUBLISHER]

This research investigates the relationship between high-performance work systems (HPWS) and organizational performance, and the mediating effect of employee outcomes. The paper is based on a sample of 168 firms of six ownership types and in various business sectors operating in China. The results of data analysis support the hypotheses. Organizational performance is positively predicted by HPWS and employee outcomes, and employee outcomes positively mediate the relationship between HPWS and organizational performance. This paper supports the theory that HPWS positively impacts organizational performance and explains the mechanisms through which HPWS enhances organizational performance. It also responds to the long-standing call for stressing the importance of employee-related factors in the HRM–performance linkage. [ABSTRACT FROM PUBLISHER]

Both high-performance work systems (HPWS) and SMEs have received growing attention in HRM research. However, the literature on HRM in SMEs has mainly focused on the issues of ‘homogeneity’ versus ‘heterogeneity’ behaviours, on the one hand, and on the antithesis between the ‘small is beautiful’ and the ‘bleak-house’ perspectives on the other. On the basis of original information acquired by means of a survey performed on more than 100 Italian firms and an in-depth study of eight of them, this study analyses the degree of adoption of HPWS and aspects related to the processes of change towards HPWS in medium-sized firms. We consider the main theoretical approaches that address the choices made by enterprises, paying particular attention to the role of organisational culture. The main findings show that: (1) decision-making power on work organisation is a prerogative of the owner and top management, while HRM functions play an important role mainly in the proposal-making stage; (2) change in smaller enterprises is managed autonomously by management, while worker involvement prevails in larger enterprises; and (3) strategies for change concentrate mainly on clearly identified occupational groups and they do not translate into a true paradigm of change in organisational management as a whole. These findings have major implications for future research and for the SME policy debate. [ABSTRACT FROM PUBLISHER]

To what extent have hospitals developed their skilled clinicians to perform the administrative and human resources (HR) manager role of the ward manager? We consider this research question through an analysis of an acute hospital called ‘The Hospital’ where the executive team is aiming to adopt a form of high-performance work system (HPWS). We focus primarily on explanations in terms of conditions, rather than the personalities of individual managers, which are most powerful in shaping their behaviour. There has long been a failure of hospitals (and other employing organisations) to develop fully the skills required by employees before they become line managers. Line managers are a critical link in the high-performance chain and this study illustrates that, despite their rhetoric, hospitals may still have much potential for implementing schemes to develop nurses further to prepare them for line-manager positions and to support them after they move into such roles. We infer from this study that such hospitals may not yet have completed the journey to having HPWS. Hence, there is still much scope for such hospitals to progress and enjoy the benefits that proponents claim for HPWS. [ABSTRACT FROM PUBLISHER]

In this article we investigate the role of soft regulation in the implementation of government industrial relations policy. Specifically, we examine two government programs to foster workplace reform through partnership; the Best Practice Program in Australia from 1991 to 1996, and government interventions from 1999 culminating in the creation of the Partnership Resource Centre (PRC) in 2005 in New Zealand. We conclude that both Programs have been successful in generating change in directly participating organisations. Despite identifying several factors which are likely to help embed a partnership approach, the evidence in our cases suggest that changes are difficult to sustain, or to diffuse to other workplaces. We conclude that in Australia and New Zealand soft regulation may have become the only acceptable model for government to promote workplace partnership. [ABSTRACT FROM AUTHOR]

We examine the impact of human resource practices, especially those considered as parts of high performance work systems, on firm performance. The analysis is unique in using data from an economy-wide official survey to determine whether firms that adopt high performance HR practices perform better than their rivals. We find that adoption of a suite of high performance practices (and adoption of specific practices pertaining to staff training and performance pay) has a causal impact on firm outcomes. The strength of the relationships differs by firm size and age. Firms that adopt high performance practices are predominantly young and in high-tech related sectors. [ABSTRACT FROM AUTHOR]

From the perspective of the resource based view (RBV), although traditional sources of competitive advantage such as natural resources, technology, economies of scales, and so forth, create value, these resources are increasingly easy to imitate. As such, human capital and human resource management may be an especially important source of sustainable competitive advantage. Over the past few years, there has been growing research interest in the competitive advantage associated with high performance work systems (HPWS), a set of management policies and practices thought to endow employees with greater levels of skill, information, motivation and discretion. In this study, we describe a study examining the relative effectiveness of HPWS in the Irish context. Results suggest that greater use of high performance work systems is associated with positive human resource and organizational outcomes. Specifically, firms utilizing higher levels of HPWS tend to have lower rates of employee absenteeism and voluntary turnover along with higher labor productivity and lower labor costs. [ABSTRACT FROM AUTHOR]

Studies assessing the link between human resource management and performance were spawned by the high commitment or high involvement models. We show that work enrichment and employee voice were central to these models, yet as resource-based theory was increasingly used to justify the association of such models with high performance the seeds for a diminishing role for employee involvement were set. We then assess the associated empirical work, and show how employee involvement is neglected in favour of alternative emphases on skills and knowledge, labour flexibility and extrinsic motivation. It is proposed that future work should abandon the dominant approach of testing a single null hypothesis and instead examine competing models of the HRM-performance relationship. [ABSTRACT FROM AUTHOR]

This article seeks to explore the black box mediating between human resource management practices and firm performance. It is hypothesized that high performance work systems develop organizational human capital, which in turn, positively affect firm performance. Two organizational antecedents are also hypothesized to lead to the implementation of high performance work systems. They are a top management value that sees human resources and human resource management practices as major sources of competitive advantage, and organizational strategy that seeks to differentiate by product or service innovation. These hypotheses were tested by analysing questionnaires from 62 human resource managers and 206 engineers in 77 information technology companies. Research findings suggest that organizational human capital (employee competencies and commitment) mediates the relationship between high performance work systems and firm performance. Top management human resource values and organizational strategy have a joint effect on the implementation of high performance work systems. This study is exploratory and findings are not conclusive. The implications and limitations of this study are discussed. [ABSTRACT FROM AUTHOR]

High commitment or high performance work systems (HPWS) are a managerial approach aimed at facilitating high performance companies by transforming employees from merely being workers into partners with employers in realizing company goals. To achieve this HPWS use human resource practices that draw on employee commitment, involvement and empowerment. The pursuit of HPWS with employees in export-oriented industries (EOI) in newly industrializing economies (NIEs) of Malaysia and Sri Lanka is explored here. The discussion confirms a number of difficulties in realizing the aims of an HPWS approach because employers simultaneously pursue labour market flexibility (LMF) practices. As a result, this hybrid labour management model fractures workers' commitment thus leading to a mismatch between the ‘talk’ and ‘walk’ of HPWS in these environments with significant implications for employers. [ABSTRACT FROM AUTHOR]

This paper examines variation in the use of high involvement work practices in service and sales operations. I argue that the relationship between the customer and front-line service provider is a central feature that distinguishes production-level service activities from manufacturing. In particular, through strategic segmentation, firms are able to segment customers by their demand characteristics and to match the complexity and potential revenue stream of the customer to the skills of employees and the human resource system that shapes the customer-employee interface. Unlike manufacturing, where high involvement systems have emerged in a wide variety of product markets, therefore, service organizations are likely to use high involvement systems only to serve higher value-added customers because of the high costs of these systems and the labour-intensive nature of services. Data from a nationally random sample of 354 call centres in US telecommunications documents this pattern: from classic mass production approaches for back office workers and increasingly for front office residential service agents, to greater involvement for small business service providers and high involvement practices for middle-market service agents. [ABSTRACT FROM AUTHOR]