A Relational Model of How High-Performance Work Systems Work

Abstract

I n this paper we explore a causal mechanism through which high-performance work systems contribute to performance outcomes. We propose that high-performance work systems can improve organizational performance by strengthening relationships among employees who perform distinct functions, a pathway that is expected to be particularly important in settings characterized by highly interdependent work. In a nine-hospital study of patient care, we identify high-performance work practices that positively predict the strength of relational coordination among doctors, nurses, physical therapists, social workers, and case managers, in turn predicting quality and efficiency outcomes for their patients. Relational coordination mediates the association between these high-performance work practices and outcomes, suggesting a relational pathway through which high-performance work systems work.

Performance management in context: formative cross-functional performance monitoring for improvement and the mediating role of relational coordination in hospitals

“…Adding to understanding of the organisational characteristics that facilitate employees' coordination activities (McIntosh et al, 2014), the mediating role of relational coordination supports previous studies (e.g. Gittell et al 2010), suggesting that performance monitoring needs to be applied constructively and communicated consistently across functional areas rather than in a way that might encourage competition, 'finger pointing' or the pursuit of disparate goals across functions or disciplines. However, where performance monitoring is structured in a way that encourages negative behaviours or the pursuit of diverse goals, then the impact on levels of relational coordination could be quite different and potentially more damaging.…”

“…Both performance monitoring and relational coordination share the common objective of enhancing service quality. Crucially we propose that the way in which performance monitoring is carried out can either undermine or strengthen the high-quality communication and problem-solving orientation inherent in relational coordination (Gittell 2000a(Gittell , 2000bGittell, Seidner, and Wimbush 2010). First, the logic of performance management can serve either formative (i.e.…”

“…The focus on cross-functional mobilisation to ensure coordinated efforts relating to the work process is a sustained theme in relational coordination research (see Gittell et al 2010). Cross-functional coordination facilitates the alignment of different professional competencies to ensure the achievement of common goals (Emery 2009).…”

The Anatomy of Primary Care and Mental Health Clinician Communication: A Quality Improvement Case Study

“…We used relational coordination, defined as "a mutually reinforcing process of interaction between communication and relationships carried out for the purpose of task integration," as a framework for our investigation. 35 The theory postulates that effective communication, shared goals and knowledge, and mutual respect within organizations link tightly to quality and efficiency. [35][36][37] We collected relevant local data on communication patterns and barriers.…”

“…35 The theory postulates that effective communication, shared goals and knowledge, and mutual respect within organizations link tightly to quality and efficiency. [35][36][37] We collected relevant local data on communication patterns and barriers. Then we used the results of a systematic review of PC-MH communication 7 and local data to develop and initiate strategies for improvement.…”