High-involvement practices in human resource management: concept and factors that motivate their adoption

Ordiz-Fuertes, Mónica; Fernández, Estéban

doi:10.1080/0958519032000057565

Cited by 56 publications

(48 citation statements)

References 47 publications

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“…In addition, they pay greater attention to selecting and training expatriates (Welch & Welch, 1997). Finally, small firms that invest in HRM practices are more likely to implement integrated high performance work systems that are popular in developed countries (Ciavarella, 2004;Ordiz-Fuertes & Fernandez-Sanchez, 2003).…”

Section: Investing In Hrm In Entrepreneurial Firmsmentioning

confidence: 96%

Is internationalization associated with investments in HRM? A study of entrepreneurial firms in emerging markets

Khavul

Benson

Datta

2010

Human Resource Management

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Section: Investing In Hrm In Entrepreneurial Firmsmentioning

confidence: 96%

Is internationalization associated with investments in HRM? A study of entrepreneurial firms in emerging markets

Khavul

Benson

Datta

2010

Human Resource Management

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“…It should be noted that the proposition of strategy-HPWPs fit has received mixed support, with some studies demonstrating an interactive relationship between competitive strategy and HPWPs (e.g., Youndt, Snell, Dean, & Lepak, 1996) and others not demonstrating this interaction (e.g., Ordiz-Fuertes & Fernández-Sánchez, 2003). These findings indicate that the issue of fit between HR practices and the organizational context is more complex than has been addressed in literature.…”

Section: High-performance Work Practicesmentioning

confidence: 76%

Why organizations adopt some human resource management practices and reject others: An exploration of rationales

Subramony

2006

Hum. Resour. Manage.

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This article explores reasons why organizations adopt or reject human resource practices. Four theoretical approaches are brought to bear on this issue. According to the economic approach, organizations adopt HR practices that are economically beneficial to them. Similarly, the alignment approach views firms as adopting HR practices if these practices are aligned with strategic objectives. In contrast, the decision‐making approach invokes a constrained‐ra‐tionality model of managerial judgment, and the diffusion approach attributes the adoption/rejection decision to institutional pressures that encourage imitation. Literature in these areas is reviewed and the implications for HR research and practice are discussed. © 2006 Wiley Periodicals, Inc.

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“…Existing scholarly literature on HPWS has focused on various predictors such as management values (Bae and Lawler, 2000;, strategic HRM orientation (Lui et al, 2004;Galang, 1999), union density/militancy (Galang, 1999), external environment (Ordiz-Fuertes and Fernández-Sánchez, 2003), and trust (Tzafrir, 2005;Hansen and Alwell, 2012). This study based its theoretical core on Colquitt et al's (2007) study-which differentiated trustworthiness from trust and found that trustworthiness has an independent incremental effect on job performance and risk taking in organizations-and, extends this literature by testing trustworthiness as an antecedent for the adoption of HPWS.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

The Effects of Mutual Trustworthiness between Labour and Management in Adopting High Performance Work Systems

Kim

Ali

2015

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In this study, we examine the role of mutual trustworthiness between labour representatives and management and its relationship with the adoption of High Performance Work Systems (HPWS) in the Korean employment relations context. We argue that trustworthiness is a feature of the parties to the exchange, as opposed to trust, which explains the nature of exchange relationships. We follow existing literature on trustworthiness and agree that it is composed of three variables, i.e., ability, integrity, and benevolence. We test the effects of these three variables as important antecedents for the adoption of HPWS at the workplace level. Using the National Establishment Survey 2009 conducted by Statistics Korea as a sample frame, we survey a representative sample of Korean establishments. These data consist of 1,353 paired responses from labour representatives and managers. Our results show that labour-management mutual ability trustworthiness (MAT) has a positive and significant relationship with the adoption of high performance work systems ( Hypothesis 1 ); mutual benevolence trustworthiness (MBT) has a positive and significant relationship with the adoption of high performance work systems ( Hypothesis 2 ); and mutual integrity trustworthiness (MIT) has a positive and significant relationship with the adoption of high performance work systems ( Hypothesis 3 ). These results show that mutual trustworthiness in Korean employment relations is an important antecedent for the adoption of HPWS and can enable Korean industry to improve its position in the global economy. In the final analysis, it is implied that employment relations actors pursuing cooperative employment practices should ensure the development of a virtuous cycle of mutual trustworthiness.

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High-involvement practices in human resource management: concept and factors that motivate their adoption

Cited by 56 publications

References 47 publications

Is internationalization associated with investments in HRM? A study of entrepreneurial firms in emerging markets

Is internationalization associated with investments in HRM? A study of entrepreneurial firms in emerging markets

Why organizations adopt some human resource management practices and reject others: An exploration of rationales

The Effects of Mutual Trustworthiness between Labour and Management in Adopting High Performance Work Systems

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