High-performance work practices, innovation and perceived organizational performance: Evidence from the Jordanian service sector

Rani

2016

Global Business Review

The primary purpose of this study is to examine the effect of perceived high-performance human resource (HR) practices, that is, extensive training, performance management, performance appraisal, performance-based compensation, empowerment and competency development, on business performance of employees in telecommunication sector. Further, the role of the organizational learning as a mediator between high-performance HR practices and business performance has also been explored. Census method has been used for data collection from employees working in telecommunication sector in Jammu and Kashmir (North India). Reliability and validity have been proved with the help of confirmatory factor analysis (CFA). Structural equation modelling (SEM) has been used for hypotheses testing. Results indicate that high-performance HR practices positively affect business performance. Further, organizational learning act as a mediating variable between high-performance HR practices and business performance. The managerial implications have also been discussed.

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Effect of Perceived High-performance Human Resource Practices on Business Performance: Role of Organizational Learning

Chahal

Rani

2016

Global Business Review

“…HPWS when associated with self-efficacy helps to enhance the level of learning as these HR practices enhance the skills of the employees, encourage participation in decision-making and motivates employees to expend discretionary efforts. For example, extensive training programmes provide a wide range of development activities that enhances employees’ knowledge, skills and abilities 7 . Training coupled with the efficacy level of employees enhances the learning quotient.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

“…It increases employee’s adaptability towards dynamic environment, which in turn enhances competitiveness 4 . The flexible nature of HR practices in HPWS enhances organizational performance through employee involvement and empowerment 5,6,7,8 . HPWS focuses on enhancing intellectual capital and motivating employees for achieving organizational goals, and provide employees with opportunities to do so 9,10 .…”

Section: Introductionmentioning

confidence: 99%

Perceived High-performance Work System and Employee Performance: Role of Self-efficacy and Learning Orientation

Dev

2016

Metamorphosis

The present study focuses on exploring the role of self-efficacy between high-performance work system (HPWS) and learning orientation. Further, the role of learning orientation between HPWS and employee performance (EP) has also been evaluated. Additionally, the impact of HPWS on employee performance when moderated by self-efficacy and mediated by learning orientation has been studied. The model has been tested in the service sector (banking sector). The data obtained have been duly validated with the help of confirmatory factor analysis. Structural equation modeling has been used for hypotheses testing. The results indicate that self-efficacy moderates the relationship between the HPWS and learning orientation. In addition, learning orientation mediates the relationship between the HPWS and employee performance relationship. The results further reveal that the learning orientation mediates the interaction effect of HPWS and self-efficacy on employee performance (moderated mediation). Finally, the managerial implications, limitations and scope for future research have been discussed.

“…Globalisation has encouraged business houses and the top thinkers to act globally in order to gain competitive advantage. Further, organisations have to cope up with tough competition and new technology (Zhang and Morris, 2014; Hassan et al , 2013; Khasawneh and Alzawahreh, 2012; Messersmith et al , 2011), which force management to seek new ways of organising work and employment (Guest, 2011). In this context, Huselid (1995) viewed that high performance work system can help to solve these problems with the help of high performance human resource (HR) practices.…”

Section: Introductionmentioning

confidence: 99%

High performance work system and organisational performance: role of knowledge management

Rani

2017

Purpose The purpose of this paper is to explore the high performance work system through ability, motivation and opportunity model (Jiang et al., 2013) and its impact on organisational performance. Further, the mediating role of knowledge management between high performance work system and organisational performance has also been evaluated. Design/methodology/approach Questionnaire technique has been used to collect the data from managers (n=58) and employees (n=246) working in telecommunication organisations in Jammu and Kashmir (North India). Data collected have been validated using the exploratory factor analysis and confirmatory factor analysis. Hypotheses have been tested through structural equation modelling with the help of AMOS and SmartPLS3 softwares. Further, theoretical, managerial and socio-economic implications have also been discussed. Findings The study indicates that high performance work system positively affects organisational performance. Further, knowledge management act as a mediator between high performance work system and organisational performance. Research limitations/implications The study has been conducted only in the private telecommunication sector (Airtel, Aircel, Tata Indicom, Idea, Reliance, Vodafone). Further, the study being limited to telecommunication sector can be extended in other sectors also. Practical implications In order to create superior work system, management should focus on ability-enhancing initiatives such as extensive job training, computer-based training, etc. on regular basis. Employees should be rewarded extrinsically as well as intrinsically to keep them motivated to achieve higher levels of performance. Further, management should empower the employees through decentralisation of authority, participative decision making, etc. Besides this, management should also instil the knowledge culture in the organisation in order to enhance the knowledge capability of the employees. Originality/value This study contributes to the literature by identifying the black box using knowledge management to understand the relationship between high performance work system and organisational performance in the telecommunication sector.