High-Performance Management Practices and Employee Outcomes in Denmark

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.

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

Journal of Management & Organization ◽

10.1017/s1833367200003710 ◽

2007 ◽

Vol 13 (3) ◽

pp. 227-248 ◽

Cited By ~ 11

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.

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

Journal of Management & Organization ◽

10.5172/jmo.2007.13.3.227 ◽

2007 ◽

Vol 13 (3) ◽

pp. 227-248 ◽

Cited By ~ 15

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.

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Relationship between perceived performance management system (PMS) effectiveness, work engagement and turnover intention: mediation by psychological contract fulfillment

Benchmarking An International Journal ◽

10.1108/bij-01-2021-0008 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Neha Paliwal Sharma ◽

Tanuja Sharma ◽

Madhushree Nanda Agarwal

Keyword(s):

Performance Management ◽

Work Engagement ◽

Psychological Contract ◽

Turnover Intention ◽

Management Practices ◽

Employee Outcomes ◽

Design Data ◽

Content Type ◽

Psychological Contract Fulfillment ◽

The Relationship

PurposePerformance management systems (PMSs) are critical for organizational success, but research is undecided on their constructive influence and the means through which they impact work engagement and turnover intention. This study aims to fill this gap by surmising psychological contract fulfillment as a mediator in the relationship between PMS effectiveness (PMSE) and employee outcomes.Design/methodology/approachThe study uses a survey research design. Data were collected from 327 working professionals in India. The Statistical Package for Social Science Version 10.0 (SPSS 10.0) and the Analysis of Moments Structure (AMOS) 4.0 were used for data analyses.FindingsThe two-factor construct perceived PMSE was found to explain a larger variance in work engagement and turnover intention than the separate measures for its constituents PMS accuracy (PMSA) and PMS fairness (PMSF). Psychological contract fulfillment and work engagement were found to mediate the relationship between PMSE and turnover intention.Research limitations/implicationsThe study broadens the field of research on PMS in important ways. It demonstrates that the two-factor construct PMSE has a larger influence on employee outcomes in comparison to its constituent individual measures PMSA and PMSF. This is also the first study to suggest that in contrast to PMSF, PMSA explains a higher variance in employee outcomes.Practical implicationsThis study validates the strong relationship between PMSE and key employee outcomes. Besides PMSF, managers can use the findings of this study to focus on the “right things” or accuracy in the PMS context to enhance work engagement and reduce turnover.Social implicationsThe study findings will have value everywhere owing to the diffusion and convergence in the human resource management practices of multinational firms irrespective of their contexts (Ananthram and Nankervis, 2013).Originality/valueEarlier PMS studies have mostly been limited to either its fairness or accuracy and attended unduly to its appraisal element. This study adopts a systems vision of PMS and overcomes earlier drawbacks by investigating the role of both PMSA and PMSF in shaping employee outcomes. This is the first study to empirically confirm that in contrast to PMSF, the PMSA constituent of PMSE explains a higher variance in employee outcomes. The study provides greatly essential pragmatic support to the conjecture that PMSs advance work engagement (Mone and London, 2014; Gruman and Saks, 2011) and lower turnover intention (Kwak and Choi, 2015).

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Employees’ perceptions of human resource management practices and employee outcomes

Employee Relations ◽

10.1108/er-01-2019-0065 ◽

2019 ◽

Vol ahead-of-print (ahead-of-print) ◽

Cited By ~ 2

Author(s):

Shaoheng Li ◽

Christopher J. Rees ◽

Mohamed Branine

Keyword(s):

Performance Management ◽

Turnover Intention ◽

Management Practices ◽

Employee Commitment ◽

Employee Attitudes ◽

Western China ◽

Employee Outcomes ◽

Content Type ◽

Hrm Practices ◽

The Relationship

PurposeThe purpose of this paper is to examine the relationship between employees’ perceptions of HRM practices and two outcomes, namely, employee commitment and turnover intention (TI), in small- and medium-sized enterprises (SMEs) in mainland China.Design/methodology/approachThis paper adopts a quantitative approach based on a sample of 227 employees working in 24 SMEs in eastern and western China.FindingsEmployees’ perceptions of HRM practices, such as training and development, reward management and performance management, are significant predictors of employee commitment. A negative direct relationship is found between employees’ perceptions about the use of HRM practices and TIs.Research limitations/implicationsAlthough data were collected from two representative provinces of eastern and western China, the size of the sample may limit the generalisability of the findings to the wider region.Practical implicationsThe relationship between employees’ perceptions of HRM practices and employee outcomes in Chinese SMEs provides an effective way for SME owners and HR practitioners to generate desirable employee attitudes and behaviours, which, ultimately contribute to improving organisational performance.Originality/valueThis is an original paper which makes a contribution by helping to address the dearth of studies which have explored aspects of the effectiveness of HRM in SMEs in China. In contrast to the majority of China-focussed studies on this topic, it highlights HRM outcomes at the individual level rather than the organisational level. Further, the study involves SMEs in western China which is an under-explored region.

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

Journal of Developmental Entrepreneurship ◽

10.1142/s1084946717500273 ◽

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.

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