Exploring high performance management practices in Pakistani SMEs

2011 ◽  
Author(s):  
Abdul Raziq ◽  
Retha Wiesner
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Management Practices

'High-performance' Management Practices, Working Hours and Work-Life Balance

2003 ◽  
Vol 41 (2) ◽  
pp. 175-195 ◽  
Author(s):  
Michael White ◽  
Stephen Hill ◽  
Patrick McGovern ◽  
Colin Mills ◽  
Deborah Smeaton
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Management Practices ◽  
Working Hours ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance

scholarly journals High-Performance Management Practices and Employee Outcomes in Denmark

2013 ◽  
Vol 60 (3) ◽  
pp. 232-266 ◽  
Author(s):  
Annalisa Cristini ◽  
Tor Eriksson ◽  
Dario Pozzoli
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Management Practices ◽  
Employee Outcomes

scholarly journals The Role of High-Performance Work System on Career Success: Evidence from Jordan

2017 ◽  
Vol 12 (10) ◽  
pp. 203
Author(s):  
Bandar Kareem Abutayeh
Keyword(s):  
Performance Management ◽  
Career Success ◽  
High Performance ◽  
Management Practices ◽  
Training And Development ◽  
Future Research ◽  
Work System ◽  
Performance System ◽  
High Performance Work System

The aim of this study is to examine the effect of high-performance system on career success. To achieve this, questionnaire was used to collect data from sample of 358 employees from 14 business companies in Jordan. Results reveal that high-performance work system (HPWS) positively affects career success. Specifically, this study proves that both subjective and objective career success is positively related to HPWS. Furthermore, results demonstrate that training and development, performance management, and career management practices enhance career success. Implications for managers and suggestions for future research are also discussed.

scholarly journals Australian small and medium sized enterprises (SMEs): A study of high performance management practices

2007 ◽  
Vol 13 (3) ◽  
pp. 227-248 ◽  
Author(s):  
Retha Wiesner ◽  
Jim McDonald ◽  
Heather C Banham
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Management Practices ◽  
National Study ◽  
Topic Area ◽  
Performance Practices ◽  
High Performing ◽  
Academic Literature ◽  
Wide Range ◽  
Low Incidence

AbstractWhile there is extensive management and academic literature on the topic area of high performance management internationally, research on high performance management practices in the Australian context is limited. Furthermore, research on high performance management practices has focused predominantly on large organisations and is largely a new direction for research in SMEs. This study attempts to fill some of the gaps in existing studies by considering a wide range of high performance management practices in Australian SMEs. Owing to the dearth of national data on high performance management in Australian SMEs, the results of this study are used to determine whether there is any evidence of a ‘high performing’ scenario in relation to management practices in Australian SMEs. The results, reporting a national study (N = 1435) on employee management in Australian SMEs, reveal a moderate take-up of high performance management practices. The findings by themselves do not support a ‘high’ performing scenario in relation to management practices in SMEs; however the low application of participative practices in the context of low unionization, and a low incidence of collective relations, indicates that many SMEs need a makeover if they are to meet the demands of competition. It is evident from the findings in this study that high performance practices in SMEs stand to benefit from modernisation and improvement.

scholarly journals Australian small and medium sized enterprises (SMEs): A study of high performance management practices

2007 ◽  
Vol 13 (3) ◽  
pp. 227-248 ◽  
Author(s):  
Retha Wiesner ◽  
Jim McDonald ◽  
Heather C Banham
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Management Practices ◽  
National Study ◽  
Topic Area ◽  
Performance Practices ◽  
High Performing ◽  
Academic Literature ◽  
Wide Range ◽  
Low Incidence

AbstractWhile there is extensive management and academic literature on the topic area of high performance management internationally, research on high performance management practices in the Australian context is limited. Furthermore, research on high performance management practices has focused predominantly on large organisations and is largely a new direction for research in SMEs. This study attempts to fill some of the gaps in existing studies by considering a wide range of high performance management practices in Australian SMEs. Owing to the dearth of national data on high performance management in Australian SMEs, the results of this study are used to determine whether there is any evidence of a ‘high performing’ scenario in relation to management practices in Australian SMEs. The results, reporting a national study (N = 1435) on employee management in Australian SMEs, reveal a moderate take-up of high performance management practices. The findings by themselves do not support a ‘high’ performing scenario in relation to management practices in SMEs; however the low application of participative practices in the context of low unionization, and a low incidence of collective relations, indicates that many SMEs need a makeover if they are to meet the demands of competition. It is evident from the findings in this study that high performance practices in SMEs stand to benefit from modernisation and improvement.

EMPLOYMENT CONTRACT AND SMES’ INNOVATION IN DEVELOPING AND TRANSITION ECONOMIES: THE CASE OF VIETNAM

2017 ◽  
Vol 22 (04) ◽  
pp. 1750027
Author(s):  
NGO VI DUNG ◽  
NGUYEN NGOC THANG ◽  
FRANK JANSSEN ◽  
DAMIAN HINE
Keyword(s):  
Performance Management ◽  
Transition Economies ◽  
High Performance ◽  
Management Practices ◽  
Manufacturing Sector ◽  
Process Innovation ◽  
Future Research ◽  
Medium Size ◽  
Employment Contract ◽  
Product Improvement

Although the job/employment security is critical to the implementation of high performance management practices (Pfeffer and Veiga, 1999), its impact on innovation remains understudied, especially in the context of small and medium-size enterprises (SMEs) in emerging and transition economies (ETEs). This paper uses the institution-based view in entrepreneurship and strategic management to (i) analyze the relationships between the formality of an employment contract and the firm’s innovation (i.e., product innovation, product improvement, process innovation and intention of innovation); and (ii) indentify potential antecedents of the contractual formality. Based on a sample of 865 private, domestic SMEs operating in the manufacturing sector in an ETE — namely Vietnam — and by using multivariable regression techniques, we find that the formality of the employment contract significantly and positively influences some aspects of the firm’s innovation (i.e., product improvement and process innovation). Furthermore, the major factors that determine the employment contract’s degree of formality are the manager’s regulatory knowledge, the degree of industrial competition and the existence of a labor representative within the firm. Implications for policy makers, managers and future research are suggested.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

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