Emergent HPWS: why HRM may not be needed to build a high-performance work system

Abstract

The purpose of this study is to explore the antecedents of high-performance work systems (HPWS). HPWS promise workplaces that are both highly productive and offer employees high levels of job satisfaction. The existing literature tends to see HPWS as outcomes of planned change initiated by management as part of an human resource management (HRM) strategy. We question this assumption and show that under favourable conditions, HPWS may emerge from workers' selforganization. Design/methodology/approach: A qualitative case study was conducted of a department producing automotive components. Empirical material was collected through participant observation. The material was coded for recurring themes and used to construct an explanatory model. Findings: HPWS may emerge in the absence of managerial or HRM interventions. The emergence and reproduction of HPWS can be explained by a shop-floor culture of craftsmanship, worker solidarity and jobs with high levels of task significance and task identity. Research limitations/implications: We encourage future research to explore and more carefully theorize the antecedents of HPWS. Of particular interest is the relationship between planned HPWS initiatives and elements of the informal work organization, which may also promote autonomy, flexibility and commitment. Practical implications: Planned implementations of HPWS would benefit from appreciating and building on existing norms of craftsmanship and solidarity. Reinforcing and officially endorsing these norms may be preferable to introduce novel normative ideals of "teamwork", "empowerment" or "quality". Originality/value: Few studies have systematically explored the antecedents of HPWS. The proposed concept, "emergent HPWS", captures largely unacknowledged organizational dynamics.

HPWSs and employee performance in KIBS companies: a mediating–moderating analysis

“…It is also crucial to remember that employees' sense of well-being and their outcomes rely on the significance that they attach to HPWSs (Van De Voorde and Beijer, 2015). Moreover, in favourable circumstances, the results attributed to HPWSs may be caused by the self-organisation of employees and elements such as championship culture, employee solidarity and highly meaningful work, in combination with task identity (Ingvaldsen et al ., 2014). Therefore, while planning HPWS initiatives, it is worthwhile to consider the non-formal work elements that promote autonomy, flexibility and commitment in organisations.…”

Human Resource Management Practices and the perceived Hospital performance The mediating role of Intellectual Capital.

“…Such systems that stimulate the interaction between management and labor (Aghazadeh & Seyedian, 2004) help firms to manage their employees and promoting good firm performance (Qiao, Wang, & Wei, 2015). Empirical studies have shown that systematical implementation of HPWS as a bundle (which mean recognizing HR practices via a coherent work system) is the key factor to achieve positive outcomes (Wallner, Menrad, & Thurner, 2012) and produce system-wide effect (Ingvaldsen, Johansen, & Aarlott, 2014).…”

The effects of high performance work system on employee attitudes: A study of international organization

“…Sometimes this is referred to as "high-performance work systems" (Appelbaum et al, 2000), "high commitment" HRM (Guest 2001(Guest , 2002, or "high involvement" HRM (Wood, 1999). High-performance work systems (HPWSs) are conceptualized as a set of distinct but interrelated HRM practices with a particular con􀅫iguration, or architecture, designed to optimize organizational performance through promoting employee skills development, work reorganization, and enhanced worker attitudes (Beaupré& Cloutier, 2007;Guthrie, 2001;Ingvaldsen, Johansen & Aarlott, 2014). The key idea is that there is a synergistic effect with a cluster of HRM practices, with the potential to bring about improved organizational performance through providing more 􀅫lexibility of work structures, extensive worker participation, and more cooperative relationships between managers and employees (Appelbaum et al, 2000).…”