Exploring High Performance Work Practices as Necessary Condition of HR Outcomes

Abstract

The fundamental concept of High Performance Work Practices (HPWPs) constitutes a notion that there exists a work system of HR practices in an organization that may lead to better organizational performance. HPWPs have a positive impact on both individual level performance and organizational level performance. In this light, this paper tends to explore necessity of HPWPs for organizational level outcomes. Outcome variables are job commitment, job satisfaction and work-life balance. Data are analyzed with the help of Necessary Condition Analysis.

Keywords

High performance work practices employee commitment job satisfaction necessary condition

References

Appelbaum

Bailey

Berg

Kalleberg

(2000). A manufacturing competitive advantage: The effects of high performance work systems on plant performance and company outcomes. New York, NY: Cornell University Press.

Barker

J. R.

(1993). Tightening the iron cage: Concertive control in self-managing teams. Administrative Science Quarterly, 38(3), 408–437.

Barling

J. E.

Kelloway

Iverson

R. D.

(2003). High-quality work, job satisfaction, and occupational injuries. Journal of Applied Psychology, 88(2), 276–283.

Becker

B. E.

Gerhart

(1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39(4), 779–801.

Becker

B. E.

Huselid

M. A.

Pickus

P. S.

Spratt

M. F.

(1997a). HR as a source of shareholder value: Research and recommendations. Human Resource Management, 36, 39–47.

Becker

Huselid

Pickus

Spratt

(1997b). HR as a source of shareholder value: Research and recommendations. Human Resource Management, 34(4), 4–8.

Bonias

Bartram

Leggat

S.G.

Stanton

(2010). Does psychological empowerment mediate the relationship between high performance work systems and patient care quality in hospitals? Asia Pacific Journal of Human Resources, 48(3), 319–337.

Boxall

Macky

(2009). Research and theory on high-performance work systems- progressing the high-involvement stream. Human Resource Management Journal, 49(4), 3–23.

Bratton

Gold

(2003). Human resource management: Theory and practice (3rd edn). Basingstoke: Palgrave Publishers.

10.

Currie

(2001). Early childhood education programs. Journal of Economic Perspectives, 15(2), 213–238.

11.

Danford

Richardson

Stewart

Tailby

Upchurch

(2008). Partnership, high performance work systems and quality of working life. New Technology, Work and Employment, 23(3), 151–166.

12.

Datta

D. K.

Guthrie

J. P.

Wright

P. M.

(2005). Human resource management and labor productivity. Does industry matter? Academy of Management Journal, 48(4), 435–445.

13.

Delery

J. E.

(1998). Issues of fit in strategic human resources: implications for research. Human Resources Management Review, 8(3), 289–309.

14.

Dul

(2016). Necessary condition analysis (NCA): Logic and methodology of “necessary but not sufficient” causality. Organizational Research Method, 19(1), 10–52.

15.

Fan

Cui

Zhang

M. M.

Zhu

C.J.

Härtel

C. E.

Nyland

(2014). Influence of high performance work systems on employee subjective well-being and job burnout: Empirical evidence from the Chinese healthcare sector. The International Journal of Human Resource Management, 25(7), 931–950.

16.

Field

(2009). Discovering statistics using SPSS. Sage: London.

17.

Freeman

R. B.

Kleiner

M. M.

Ostroff

(2000). The anatomy of employee involvement and its effects on firms and workers. National Bureau of Economic Research.

18.

Garg

Kardam

(2015). Exploring the linkage between awareness and perception of high performance work practices with employee well-being at work place – A new dimension for HRM. Jindal Journal of Business Research, 4(1–2), 81–100.

19.

Garg

(2015). Organizational role stress in dual-career couples: Mediating the relationship between HPWPs, employee engagement and job satisfaction. The IUP Journal of Management Research, 14(3), 43–57.

20.

Garg

(2018). Isolationist versus Integrationist: An Indian perspective on high-performance work practices. FIIB Business Review, 7(3), 216–227.

21.

Garg

(2019). High performance work practices and organizational performance-mediation analysis of explanatory theories. International Journal of Productivity and Performance Management, 68, 797–816. Retrieve from https://doi.org/10.1108/IJPPM-03-2018-0092.

22.

Garg

Punia

B. K.

(2016). Exploring social exchange theory in Indian settings. XIBA Business Review, 2(2), 12–21.

23.

Garg

Punia

B. K.

(2017). Developing high performance work system for Indian insurance industry. International Journal of Productivity and Performance Management, 66(3), 320–337.

24.

Garg

Sharma

(2015). The mediating role of employee engagement in the relationship between high performance work practices and job performance. NMIMS Management Review, XXVII, April–June, 85–102.

25.

Gittell

Seidner

Wimbush

(2008). A relational model of high performance work systems. Academy of Management Proceedings, 2008(1), 1–6.

26.

Godard

(1999). Do implementation processes and rationales matter? The case of workplace reforms. Journal of Management Studies, 36(5), 679–704.

27.

Gould-Williams

(2004). The effects of ‘high commitment’ HRM practices on employee attitude: The views of public sector workers. Public Administration, 82(1), 63–81.

28.

Guest

D. E.

(1997). Human resource management and performance: A review and research agenda. International Journal of Human Resource Management, 8(3), 263–276.

29.

Guthrie

J. P.

Flood

P. C.

Liu

MacCurtain

(2009). High performance work systems in Ireland: Human resource and organizational outcomes. The International Journal of Human Resource Management, 20(4), 442–425.

30.

Guy

Michel

(2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals’ turnover intentions. Group and Organization Management, 32(1), 326–357.

31.

Harley

Allen

B. C.

Sargent

(2007). High performance work systems and employee experience of work in the service sector: The case of aged care. British Journal of Industrial Relations, 45(3), 607–633.

32.

Hunter

Hitt

(2001). What makes a high-performance workplace? Evidence from retail bank branches (Financial Institutions Working Paper Series No. 00-30-B). The Wharton Financial Institutions Center, PA.

33.

Ichniowski

Shaw

Prennushi

(1997). The effects of human resource management practices on productivity: A study of steel finishing lines. The American Economic Review, 87(3), 294–343.

34.

Jernigan

I.E.

Beggs

J. M.

Kohut

G. F.

(2002). Dimensions of work satisfaction as predictors of commitment type. Journal of Managerial Psychology, 17(7), 564–579.

35.

Jiang

Lepak

Baer

(2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal,55(6), 1264–1294.

36.

Kuhlmann

Sperling

H. J.

Balzert

(2004). Konzepte innovativer Arbeitspolitik. Good-Practice-Beispiele aus dem Maschinenbau, der Automobil-, Elektro- und Chemischen Industrie. Berlin: Edition Sigma.

37.

Kumar

N. R.

Krishnaveni

(2008). Role of HRD practices in building organizational commitment. Journal of Contemporary Research in Management, 3(2), 59–68.

38.

Kumar

(2018). High performance work practices: A study of awareness level of Indian insurance industry. International Journal of Research in Economics and Social Sciences, 7(12), 805–812.

39.

Lawler

E. E.

(1986). High involvement management. San Francisco, CA: Jossey-Bass.

40.

Legge

(1995). Human resource management: Rhetorics and realities. London: Macmillan.

41.

Locke

E. A.

Latham

G. P.

(1990). A theory of goal setting & task performance. The Academy of Management Review, 16(2), 212–247.

42.

Mathews

B. P.

Shepherd

J. L.

(2002). Dimensionality of Cook and Wall’s (1980) British organizational commitment scale revisited. Journal of Occupational and Organizational Psychology, 75(3), 369–375.

43.

Meyer

J. P.

Allen

N. J.

(1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage.

44.

MacDuffie

(1995). Human resource bundles and manufacturing performance: Organizational Logic and flexible production systems in the World Auto industry. Industrial and Labour Relations Review, 48(2), 197–221.

45.

Mcbride

(2008). The limits of high performance work systems in unionised craft-based work settings. New Technology, Work and Employment, 23(3), 213–228.

46.

Murphy

Torres

E. N.

Ingram

Hutchinson

(2018). A review of high performance work practices (HPWPs) literature and recommendations for future research in the hospitality industry. International Journal of Contemporary Hospitality Management, 30(1), 365–388.

47.

Ogbonnaya

Valizade

(2018). High performance work practices, employee outcomes and organizational performance: A 2-1-2 multilevel mediation analysis. The International Journal of Human Resource Management, 29(2), 239–259.

48.

Punia

B. K.

Garg

(2015). Perceptual effectiveness of HPWPs in Indian organizations. Journal of Management Research, 15(4), 1–12.

49.

Purcell

Kinnie

(2007). HRM and business performance. In Boxall

P.F.

Purcell

Wright

(Eds.), The Oxford Handbook of Human Resource Management (pp. 533–551). Oxford: Oxford University Press.

50.

Razouk

(2011). High-performance work systems and performance of French small-and medium-sized enterprises: Examining causal order. The International Journal of Human Resource Management, 22(2), 311–330.

51.

Sang

DonHee

Chang-Yuil

(2012). The impact of high performance work systems in the health-care industry: Employee reactions, service quality, customer satisfaction, and customer loyalty. The Service Industries Journal, 32(1), 17–36.

52.

Simard

Marchand

(1995). A multilevel analysis of organizational factors related to the taking of safety initiative by work groups. Safety Science, 21(2), 113–129.

53.

Steigenberger

(2013). Power shifts in organizations: The role of high-performance work systems. The International Journal of Human Resource Management, 24(6), 1165–1185.

54.

Sun

Aryee

Law

(2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3), 558–577.

55.

Takeuchi

Chen

Lepak

(2009). Through the looking glass of a social system: Cross-level effects of high-performance work systems on employees’ attitudes. Personnel Psychology, 62(1), 1–29.

56.

Topcic

Baum

Kabst

(2015). Are high-performance work practices related to individually perceived stress? A job demands-resources perspective. The International Journal of Human Resource Management, 27(1), 1–22.

57.

Tregaskis

Daniels

Butler

Meyer

(2013). High performance work practices and firm performance: A longitudinal case study. British Journal of Management, 24(2), 225–244.

58.

Van De Voorde

Paauwe

Van Veldhoven

(2012). Employee well-being and the HRM -organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391–407.

59.

Whitener

(2001). Do high commitment’ human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27(5), 515–535.

60.

Wood

(1999). Human resource management and performance. International Journal of Management Reviews, 1(4), 367–413.

61.

Wood

Veldhoven

M.V.

Croon

deMenezes

L.M.

(2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human Relations, 65(4), 1–27.

62.

Walton

R. E.

(1985). From ‘control’ to ‘commitment’ in the workplace. Harvard Business Review. 63(2), 77–84.