High Performance Work Systems and Organizational Values: Resource-based View Considerations

Özçelik, Gaye; Aybas, Meryem; Uyargil, Cavide

doi:10.1016/j.sbspro.2016.11.040

Cited by 32 publications

(17 citation statements)

References 38 publications

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“…Prior research on HPWPs is mostly quantitative in nature with an exception of the work of some scholars like Özçelika [70] and Tregaskis [61] who adopted mixed methodology in their research. In view of these gaps and considering the inadequate research done on HPWPs in the context of Professional Service Firms (PSFs) [18,19,42], we aim to empirically test our theoretical framework in PSFs through the application of mixed methods.…”

Section: Future Research Plan and Directionmentioning

confidence: 99%

Developing Intellectual Capital in Professional Service Firms Using High Performance Work Practices as Toolkit

Rehman

Hawryszkiewycz

Sohaib

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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The role of Professional Service Firms (PSFs) has always been crucial in the development of knowledge economies. The effectiveness of these firms is highly attributed to the knowledge capabilities and skills embedded in its human resources and how effectively these resources are utilized in the optimal benefit of the firm. Owing to the ever-increasing growth of the services sector globally, it's critical for the PSFs to gain in-depth awareness on the application of High-Performance-Work-Practices (HPWPs) so as to continually maintain quality of their services to the clients. However, the mechanism for systematically designing and implementing these practices in intellectual capital context is still not fully developed. This research, therefore, theoretically investigates and suggests a linkage mechanism on how Strategic HRM Practices (HPWPs) via (Ability, Motivation and Opportunity)-enhancing bundles stimulate intellectual capital development in professional service firms. By presenting a conceptual framework, this study offers practically meaningful insights to the managers in the service firms on how to implement these practices for effectively meeting client needs and sustaining a competitive advantage.

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Section: Future Research Plan and Directionmentioning

confidence: 99%

Developing Intellectual Capital in Professional Service Firms Using High Performance Work Practices as Toolkit

Rehman

Hawryszkiewycz

Sohaib

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…Every organization has its own culture, according to the characteristics, specifications and specifics of each. The culture characterizes its unique presence that distinguishes it from other organizations (Schein, 1990;Özç elik et al, 2016;Bromiley & Rau, 2016). Culture in this sense reflects the values, norms, or basic beliefs that are shared by all members of the organization, which are built and relied together to achieve organizational goals (Ahmady et al, 2016;Giri et al, 2016;Riswanto et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

The Effect of Organizational Culture on Lecturers’ Organizational Commitment in Private Universities in Indonesia

Yusuf¹

2019

IJHE

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In rigorous and competitive working environment, higher education institutions require a strong and supportive organizational basis. This study seeks to analyze the influence of organizational fundamentals of organizational culture on organizational commitment, job satisfaction, and the trust of lecturers as employees in tertiary institutions. This study is a quantitative study with the object of study in universities in Serang Banten, Indonesia. By using LISREL as the basis of structural equation modeling (SEM), the results show that organizational culture has a positive effect on organizational commitment, job satisfaction, and lecturer trust in the university environment. The implication is that a good and conducive organizational culture in tertiary institutions enables organizational members to build their integrity, competence, consistency and loyalty towards the tertiary organization. This condition can occur because of the existence of a conducive organizational culture, it will encourage members of the organization to actualize positive values in the organization, including the values contained in trust, such as integrity, competence, consistency and loyalty.

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“…Fit model describes that two variables (such as type of organizational culture and HRM practices) should be congruence in order to optimally affect a criterion (organizational performance). Some empirical research also supports the statement that HRM practices are related to the type of organizational culture in supporting organizational performance (Fareed, et al, 2017;Kosiorek and Szczepanska, 2016;Trehan and Setia, 2014;Ozcelik et al, 2016). However, those 303 studies did not analyze the impact of HRM practices and the types of organizational cultures on organizational performance, based on the contingency approach as part of the fit model .…”

Section: Introductionmentioning

confidence: 88%

“…HRM practices are critical for any business looking to achieve a sustainable competitive advantage. These practices include acquiring qualified candidates, developing and utilizing their skills, improving their motivation, managing the employees' contribution, and managing the employees' careers (Delaney and Huselid, 1996;Ozcelik et al, 2016). HRM practices contribute to the effectiveness of a business by providing the appropriate skills and behavior needed for the company's strategy.…”

Section: Hrm Practicesmentioning

confidence: 99%

The Effect of the Degree of Misfit Between Human Resources Management Practices and the Types of Organizational Culture on Organizational Performance

Kismono

Ramadista

2020

GADJAH MADA INT. J. BUS.

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“Fit model” argues that the level of misfit between human resources management (HRM) practices and the type of organizational culture negatively influences organizational performance. However, the lack of emprirical research to support that contention can be problematic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree of misfit between HRM practices and the types of organizational cultures on organizational performance. Data were collected from a sample comprising of 128 respondents representing 64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed based on four types of HRM practices (human relations, internal process, rational goals, and open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy). Euclidean distance scores were calculated to describe the misfit between the HRM practices and the types of organizational culture variables. Subsequently, the effect of the misfit scores on organizational performance was determined. The results show that the degree of misfit between HRM practices and the type of organizational culture has a significant and negative effect on organizational performance. This empirical research supports the concept of fit, in which the type of organizational culture that is supported by suitable HRM practices will result in a more positive organizational performance. Then, it is deemed necessary for companies to adapt their HRM practices to their culture, in order to improve their performance.

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High Performance Work Systems and Organizational Values: Resource-based View Considerations

Cited by 32 publications

References 38 publications

Developing Intellectual Capital in Professional Service Firms Using High Performance Work Practices as Toolkit

Developing Intellectual Capital in Professional Service Firms Using High Performance Work Practices as Toolkit

The Effect of Organizational Culture on Lecturers’ Organizational Commitment in Private Universities in Indonesia

The Effect of the Degree of Misfit Between Human Resources Management Practices and the Types of Organizational Culture on Organizational Performance

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