Do High-Performance-Work-Practices (HPWPs) really work?

Abstract

Purpose: High-performance-work-practices (HPWPs) are popular managerial strategies, in which employees are invited to participate in decision-making-process and contribute to the policy implementation, aiming to maximize employee potential. HPWPs sound ideal but their importance to employee engagement and performance in the service industry is still unclear. Method: To further understand the importance and influence of HPWPs, the current project adopts the AMO Model to review the knowledge gaps and develop research questions. Research data are collected from hotels in Nigeria, an emerging but little-known sector in the service industry. Employee’s experiences of HPWPs are collected through semi-structured interviews and then thematically analyzed. Findings: Engaged employees are keen to support the implementation of HPWPs, recognizing their imperativeness and behaving conscientiously in delivering hotel services. Managers’ positive attitudes (i.e., appreciation of employees’ effort & managers’ trust in employees’ capability) both facilitate the efficacy of HPWPs, leading to higher levels of engagement and more service-oriented citizenship behavior (S-OCB). However, when the level of employee engagement is low and managers’ positive attitudes are absent, HPWPs barely work. Originality: Unlike prior studies which link HPWPs to performance directly, we have proposed an alternative rationale to clarify the HPWPs-performance relationship. Specifically, research findings have helped clarify how HPWPs affect S-OCB by explaining the role of employee engagement and managers’ positive attitude as the underlying mechanism, Practical implications: Our research findings have clarified two important factors (i.e., employee engagement & managers’ positive attitudes) during the implementation of HPWPs, hence bringing new insights into the “HPWPs-Employee engagement” literature. Suggestions for implementing HPWPs in the service industry are also discussed.

The indirect effect of high-performance work practices on employees’ performance through trust in management

“…According to AMO theory, employees are expected to perform very well when their work conditions are conducive to self-expression, with enough ability and boosted morale to do so (Boxall, 2003). The ability-enhancing practices based on the AMO theory demonstrate that HPWPs can improve skills (Owoeye et al, 2020), knowledge (Perdomo-Ortiz et al, 2020), creativity (Odiaka, 2020) and innovation (Obeidat et al, 2016;Tensay and Singh, 2020). The motivation-enhancing practices in this model capture that investment of firm in HPWPs may influence employee behavior (Wright and Kehoe, 2008).…”

Dimensions of Employee Outcomes in Restaurants: A Confirmatory Factor Analysis

“…In addition, organizations must be aware of the need to be more pragmatic regarding human resource management (Memon, Salleh, and Baharom, 2015). Management strategies should have a direct impact on employees, resulting in a variety of positive employee outcomes (Odiaka, 2020). It was stated that a company will be successful in its performance management, in building the skills and confidence of its employees, and in its business as a whole if it places a high value on goal setting (Meijerink, Beijer, and Bos-Nehles, 2017).…”

Role of empowering leadership as a mediator between HPWPs and Gen Y employee engagement: evidence from Indian hotels

“…Research on HPWPs is vital for the dynamic workforce, especially when most Gen Y employees compose the hospitality workforce (Odiaka et al, 2023). Investigating HPWPs can assist hotels in better understanding how to provide a supportive work environment that fits the requirements and aspirations of this new generation of employees.…”