The Impact of high performance work systems on quality patient care: mediating role of psychological empowerment

Shirazi, Ali; Shakoori, Neda

doi:10.29252/ijnv.6.2.41

Cited by 1 publication

(3 citation statements)

References 34 publications

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“…In the absence of specific tactical goals within an organization, the HR work systems would not lead the employees. An organization must select and design the appropriate HR practices that are not only allied with each other but also affiliated with the organization’s plan to accomplish the suitable organizational outcomes [ 1 , 10 ], such as several components of HPWSs and the assessment of social responsibility in employment relations [ 24 – 26 ]. This can be stated that HPWPs are exhibited through the organization’s prominence on these components.…”

Section: Literature Reviewsmentioning

confidence: 99%

“…Strategic human resource management (SHRM) has researchers assessing the conceivable share of using high-performance work systems (HPWSs) as a method to expand an organizations' competitive advantage [1][2][3][4]. HPWS refers to an interconnected group of HR policies and practices that involves thorough selective staffing, general training and development, incentive rewards, good work-life balance, adequate empowerment, job security and, great career opportunities, which are calculated to improve employees' career competencies and achieve organizational objectives [1,[5][6][7][8][9].…”

Section: Introductionmentioning

confidence: 99%

“…HPWS refers to an interconnected group of HR policies and practices that involves thorough selective staffing, general training and development, incentive rewards, good work-life balance, adequate empowerment, job security and, great career opportunities, which are calculated to improve employees' career competencies and achieve organizational objectives [1,[5][6][7][8][9]. Although, the preceding HPWS study has displayed a relationship between employee well-being and organization performance [1,10,11]. The new HPWS research is often critiqued for its extensive management-centric viewpoint, prioritizing objectives over employee well-being [12].…”

Section: Introductionmentioning

confidence: 99%

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Can high-performance work practices influence employee career competencies? There is a need for better employee outcomes in the banking industry

Kamna

Ilkhanizadeh

2022

PLoS ONE

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It is essential for organizations to invest and improve employee outcomes to enhance organizational competitiveness and growth in today’s world. However, most organizations place management objectives above the career competencies of employees. Therefore, this study investigated 1. the effect of high-performance work practices on employee career competencies in the banking industry. 2. the mediating effect of employee career competencies on the relationship between high-performance work practices and employee outcomes in the banking sector. The study adopted a quantitative approach with a total of 340 respondents from various banks in Tanzania. The data was analyzed using Covariance Based Structural Equation Modelling (CB-SEM). The results of the finding indicate that high-performance work practices have a significant effect on employee career competencies. Similarly, employee career competencies significantly impact service quality, creative performance, and extra-role performance in banks. Also, employee career competency does not mediate the relationship between high-performance work systems and service quality in the banking industry.

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