High-performance work systems and firms' operational performance: the moderating role of technology

Larraza‐Kintana, Martín; Urtasun, Ainhoa; Olaverri, Carmen García

doi:10.1080/09585190500366466

Cited by 71 publications

(56 citation statements)

References 28 publications

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“…• If an establishment received a score of less than 15 on the multiple job tasks scale and less than 21 on the decisions type scale; then both variables were coded as follows: HPWSJobDesign received a score of '0' and THRMSJobDesign was assigned a score of '0'. (Arthur 1992;Way 2002;Yount et al 1996;Becker and Huselid 1998;Kintana 2006). This study differs from previous HR research in that it develops two separate HR system indices that represent different approaches in managing the workforce in distinct MCM environments.…”

Section: Labour-management Communication Practicesmentioning

confidence: 95%

“…We created a comprehensive instrument to measure mass customisation operational performance by combining several items from existing scales that measure cost, quality, delivery and flexibility performance from five existing instruments into one aggregate scale. This aggregate scale was created by theoretically selecting the most representative items from the operational performance instruments in the manufacturing management literature developed by Ahmad and Schroeder (2003), Kintana, Alonso, and Olaverri (2006), Yount et al (1996), Duray (1997),…”

Section: Dependent Variable: Operational Performance Measurementioning

confidence: 99%

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The effects of human resource systems on operational performance in mass customisation manufacturing environments

Leffakis

Dwyer

2013

Production Planning & Control

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This study empirically examines the impact of two human resource management (HRM) systems on operational performance in two distinct mass customisation manufacturing (MCM) environments. Using the survey data collected electronically from 148 mass customisation manufacturers in the USA, moderated hierarchical multiple regression was employed to test the research hypotheses. Results suggest that operational performance significantly increases when a bundle of complementary basic HRM practices are integrated in MCM contexts that emphasise module and process standardisation. This finding indicates that these types of mass customisation manufacturers are capitalising on the opportunity to improve operational performance by strategically combining several different, but supportive, traditional HRM practices with a finite MCM system.

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Section: Labour-management Communication Practicesmentioning

confidence: 95%

Section: Dependent Variable: Operational Performance Measurementioning

confidence: 99%

The effects of human resource systems on operational performance in mass customisation manufacturing environments

Leffakis

Dwyer

2013

Production Planning & Control

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“…6 These tests indicate that the impacts of HPWSs differ across firm types. For example, Kintana, Alonso and Olaverri (2006), using Spanish data, find that HPWSs are effective for R. Fabling and A. Grimes 490 firms with high technological intensity (e.g., high rates of research and development) but not directly for firms with advanced production technology (high-technology machines). However there is an interaction between the two in that HPWSs are especially effective in high technology intensity firms that have advanced production technology.…”

Section: Hpwss and Firm Performance: Prior Evidence And Hypothesesmentioning

confidence: 97%

HR practices and New Zealand firm performance: what matters and who does it?

Fabling

Grimes

2010

The International Journal of Human Resource Management

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We examine the impact of human resource practices, especially those considered as parts of high performance work systems, on firm performance. The analysis is unique in using data from an economy-wide official survey to determine whether firms that adopt high performance HR practices perform better than their rivals. We find that adoption of a suite of high performance practices (and adoption of specific practices pertaining to staff training and performance pay) has a causal impact on firm outcomes. The strength of the relationships differs by firm size and age. Firms that adopt high performance practices are predominantly young and in high-tech related sectors.

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“…Although organisational performance may be lower, due to the application of the cost strategy, financial performance may be higher, due to the fact that financial performance is a 'reduced form variable' of profits minus costs (Kintana, Alonso, & Verri, 2003).…”

Section: Aa Katoumentioning

confidence: 99%

Measuring the impact of HRM on organizational performance

Katou

2008

JIEM

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Abstract:The purpose of this paper is to measure the impact of HRM on organisational performance in the context of Greece. Data were collected from 178 organisations using a questionnaire survey in the Greek manufacturing sector, and analysed using the 'structural equation modelling' methodology. The results indicated that the relationship between HRM policies (resourcing and development, compensation and incentives, involvement and job design) and organisational performance is partially mediated through HRM outcomes (skills, attitudes, behaviour), and it is influenced by business strategies (cost, quality, innovation). Thus, the contribution of this study for academics and practitioners is that HRM policies associated with business strategies will affect organisational performance through HRM outcomes.

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High-performance work systems and firms' operational performance: the moderating role of technology

Cited by 71 publications

References 28 publications

The effects of human resource systems on operational performance in mass customisation manufacturing environments

The effects of human resource systems on operational performance in mass customisation manufacturing environments

HR practices and New Zealand firm performance: what matters and who does it?

Measuring the impact of HRM on organizational performance

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