The influence of high performance work systems on voluntary turnover of new hires in US state governments

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This article aims to examine factors associated with new employee turnover in US state governments, where turnover is often highest in organizations. Building on existing studies of high performance work systems (HPWS) turnover, this article develops a set of hypotheses to explain new hire turnover. Design/methodology/approach -The proposed model has been analyzed with a sample of 42 of the 50 US state governments. Findings -Practices associated with HPWS influence turnover of new hires. State governments that operate centralized college recruiting programs, pay higher salaries, offer pay for performance incentives, award group bonuses, invest more in training, and allow job rotation lose significantly fewer new hires. Research limitations/implications -This study is limited to specific variables collected in an online survey of states' central human resource departments. Future research may want to focus on other levels of government, include additional practices associated with HPWS, and examine measures of government performance. Practical implications -This study stresses the importance of HPWS and how HRM practices impact new employees' decisions to stay or leave an organization. This information will provide an opportunity for actionable knowledge to be created that may help practitioners design and administer programs to reduce new hire turnover. Originality/value -This study has extended a well-developed body of knowledge on HPWS to government. Since most HPWS and turnover studies focus on turnover more broadly and since turnover is often highest among new hires, this research extends the HPWS framework to an important outcome, new hire quit rates.

The mediating effect of knowledge sharing among intrinsic motivation, high-performance work system and authentic leadership on university faculty members’ creativity

“…According to Cropley (2015), Häkkinen et al (2017) and Kereluik et al (2017), creativity and innovation are vital for teachers to help students learn well. Literature has suggested that intrinsic motivation, HPWS, knowledge sharing, and authentic leaders are the key factors among others which promote creativity in an organization (Andreeva & Sergeeva, 2016;Fareed et al, 2016;Lin, 2007;Malik et al, 2015Malik et al, , 2016Paracha et al, 2014;Selden et al, 2013;Zhang et al, 2014;Zhang, 2010). Previous researchers explored a direct relationship between HPWS and performance or HPWS was taken as mediating variable along with other variables (Fareed et al, 2016;Heffernan et al, 2016).…”

High-performance work system and employee creativity

“…In the past decade or so, a great deal of research has been conducted on the individual and organisational outcomes of high-performance work systems (HPWSs), such as job performance (Shih et al, 2013), voluntary turnover (Selden et al, 2013), discretionary behaviour (Elorza et al, 2016) and firm performance (Messersmith and Guthrie, 2010) (see also Kaufman, 2015 for an overview and critique). However, comparatively few studies have investigated the influence of HPWS on employee creativity (Chiang et al, 2015).…”

The Impact of Human Resources Management Strategy on Organizational Competencies Development

“…There is an argument whether using one approach is the best choice or taking the benefits of each approach will be better for organizations as each approach has particular practices making it distinguished, the universalistic approach has certain practices which make any organization adopt it quickly and having its benefits, The contingency is better to have practices suitable to different organizational contexts, yielding more performance can be achieved by applying the configurationally perspective. There are other studies explaining HRMS: Arther (1994) shows that HRMS depends on controlling human resources management; McClean and Collins (2011) stated that HRMS is conducting high-commitment HR systems; Selden et al (2013) explained that HRMS works on achieving high-performance work systems. Moreover, Ichniowski et al, (1997) highlighted that HRMS priorities are a must for having innovative HRM systems.…”