High Performance Work Practices in Indian Organisations: Exploration and Employees’ Awareness

Abstract

In this age of high performance, the term ‘performance’ not only inscribes productivity or profitability but also deals with human aspect of work, too. High performance work practices (HPWPs) are largely viewed as a mechanism for value creation and value enhancement of employees, employer and the organisation as well. The present article attempts to access the awareness level of employees of the HPWPs. In all, 35 dimensions of HPWPs were identified by the researchers and the awareness level was assessed on a 5-point scale. The categorisation of HPWPs has been done by applying factor analysis, and the variations in awareness level have been studied by applying t-test. Significant gender variations in employee awareness have emerged on ‘psycho-strengthening HPWPs’, and the sectoral variations in employee awareness have emerged on the ‘employee empowerment HPWPs’. In rest of the HPWPs, no significant variations in employee awareness emerged on any of the basis.

Exploring the Linkage between Awareness and Perception of High-performance Work Practices with Employee Well-being at Workplace: A New Dimension for HRM

“…The study reports that awareness and perception of employees for HPWPs is positively related with employee well-being. Higher level of awareness for any phenomena or practice helps in easy implementation of any practice and hence better results could be derived (Punia & Garg, 2013b). Various other researchers have also related employees’ perception with success of any practice.…”

“…Although employees' perception has been a topic of much discussion among scholars and practitioners but study of perception regarding effectiveness of a practice and that of awareness level is a novel idea. The study focuses on 35 HPWPs that were chosen based on literature review, expert opinion, and trimmed through observation and industrial visits (Punia & Garg, 2013a). These 35 practices were subjected to principal component factor analysis and nine major factors were extracted (Punia & Garg, 2013a).…”

“…The study focuses on 35 HPWPs that were chosen based on literature review, expert opinion, and trimmed through observation and industrial visits (Punia & Garg, 2013a). These 35 practices were subjected to principal component factor analysis and nine major factors were extracted (Punia & Garg, 2013a). The present study uses same extracted factors for analysis purpose.…”

The Implementation of High Performance Work System in Public Organizations: Implication for Organizational Performance.

“…These have created a significant limitation for researchers in understanding the true effect of HPWS (Moideenkutty, Al-Lamki, & Murthy, 2011). As such, researchers called for the need to broader HPWS in order to understand which element significantly contributes to HPWS practices (Drummond & Stone, 2007;Punia & Garg, 2012;Zhang, Fan, & Zhu, 2013). Knowing that human resource practices within an organization can be a differential element creating difficult for other organizations to replicate (Wright, McMahan, & McWilliams, 1994).…”

Isolationist versus Integrationist: An Indian Perspective on High-Performance Work Practices

“…The most fundamental hypothesis behind the phenomenal success of HPWPs is ‘the approach through which employees are managed and treated at workplace has a direct and profound impact on their performance level i.e. on their productivity and efficiency’ (Punia & Garg, 2013). Different authors have referred these practices with different nomenclature such as high commitment practices (Garg & Punia, 2017; Gould-Williams, 2004; Whitener, 2001), innovative work practices (Askenazy, 2001) and high involvement practices (Mohr & Zoghi, 2008).…”