High‐performance work system implementation in small and medium enterprises: A knowledge‐creation perspective

Abstract

While it is well established that high‐performance work systems (HPWSs) affect firm‐level outcomes within large, complex organizations, less is known about how they create benefits for firms within the small‐business sector. Using a knowledge‐creation perspective, this study examines the impact of HPWSs in small and medium enterprises and examines whether the impact observed depends on the small‐business leader's capacity to obtain additional HR knowledge from an external expert, as well as the leader's HR background and knowledge. Archival and survey data were obtained from 294 small‐business organizations, with survey responses obtained from both the small‐business leader and an HR consultant assigned to the small business. Findings suggest that leader perceptions of HR effectiveness are positively related to the use of HPWSs and that this relationship is moderated both by the communication patterns between the small‐business leader and the HR consultant assigned to the firm and the small‐business leader's HR knowledge. © 2012 Wiley Periodicals, Inc.

Link between HR practices and organizational performance in small firms: A case for manufacturing sector of Pakistan

“…an increase in HR outcomes, there will be increase in organizational performance. (Katou & Budhwar, 2010;Klaas et al, 2012).…”

“…The development of practices associated with the management of middle managers over time is not clearly understood in the current literature (Klaas et al, 2012;Heneman et al, 2000). In light of these observations this study examines how HRM practices affect organizational performance, in particular, which practices are likely to become dominant and formal early in small firms and the implications for survival and competitiveness of small growing firms.…”

“…This model suggests that universally, certain HR practices, either separately or in combination are associated with improved organizational performance (MacDuffie, 1995). According to the high-commitment model, for instance, well-paid, well-motivated workers, in an atmosphere of mutuality and trust, generate higher productivity gains and lower unit costs (Klaas et al, 2012;Pfeffer, 1995). The validation of HRM practices with respect to individual and organization performance reinforces their importance as an area of study.…”

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

“…Even though profit oriented organization represented an important channel of disseminating HPWS through the involvement of supervisors and general managers whose majority have acquired the experience of human resource processes through previous managerial tasks or their relationship with other senior managers who has a greater knowledge of human resource processes (Klaas, Semadeni, Klimchak, & Ward, 2012). However, the responsibility of the human resource issues in the public organizations most times fall on the appointee of a political party in power or a registrar operating under his/ her dictate.…”

High-Performance Work Systems and Organizational Performance in Emerging Economies: Evidence from MNEs in Turkey

“…Again, Bryson (2001) found that, based on the evidence of the UK Workplace Employment Relations Survey, characteristics such as the size of the firm and the industry, and specific sets of managerial practices, had a stronger effect on managerial perceptions of the general organizational climate than organization-specific industrial relations realities. In a stream of HRM literature, adopting the managers' perspective instead of that of the employees to determine HRM outcomes has also been considered as appropriate (Wright et al 2001;Björkman et al 2007;Klaas et al 2012). As Wright et al (2001, p. 113) argue, the firm's managers "are in the ideal position to make decisions regarding how to balance the desires of and returns to shareholders, customers, and employees".…”