The Mediating Effect of High Performance Work Practices on Organisational Culture and Employee Engagement in Apparel Manufacturing and Retail Firms

Purpose This paper aims to examine work engagement as a mediator of the effects of selective staffing, job security, teamwork and career opportunities as the indicators of high-performance work practices on absence intentions, service recovery and creative performances. Design/methodology/approach Data came from 287 frontline employee–supervisor dyads in the international chain hotels in Nigeria. The direct and mediating effects were assessed using structural equation modeling. The Sobel test was also used to test the significance of each mediating effect. Findings The results demonstrate that the simultaneous implementation of selective staffing, job security, teamwork and career opportunities fosters work engagement that in turn leads to reduced absence intentions and results in service recovery and creative performances at elevated levels. Practical implications The presence of selective staffing, job security, teamwork and career opportunities enables management to hire individuals high in work engagement. Management should obtain significant feedback about new service ideas and suggestions for novel customer problems through workshops in which employees effectively participate. Management may also let employees with poor performance leave the organization rather than wasting organizational resources to retain them. Originality/value Little is known about the underlying mechanism through which high-performance work practices are linked to organizationally relevant and valued attitudinal and behavioral outcomes.

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Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry

International Journal of Contemporary Hospitality Management ◽

10.1108/ijchm-11-2016-0633 ◽

2018 ◽

Vol 30 (3) ◽

pp. 1436-1452 ◽

Cited By ~ 28

Author(s):

Bilal Afsar ◽

Asad Shahjehan ◽

Syed Imad Shah

Keyword(s):

High Performance ◽

Hospitality Industry ◽

Turnover Intentions ◽

Job Embeddedness ◽

The Body ◽

Mediating Effect ◽

Work Practices ◽

Frontline Employees ◽

Content Type ◽

High Performance Work Practices

Purpose The purpose of this study is to investigate the mediating effect of job embeddedness on the relationships between high-performance work practices, trust in supervisor and turnover intentions of frontline employees in the hospitality industry. Design/methodology/approach Data were collected from 343 frontline employees working in four- and five-star hotels of Thailand. Partial least squares was used for analysis because it is considered as the best method to analyze the data containing both reflective and formative indicators. Findings Results suggest that job embeddedness fully mediates the effects of high-performance work practices and trust in supervisor on turnover intentions and turnover intention positively affects the actual voluntary turnover. Practical implications The study confirms that high-performance work practices (empowerment, training and rewards) and trust in supervisor affect turnover intentions through on-the-job embeddedness. Hence, high-performance work practices embed hotel employees in their jobs, and they are unlikely to display turnover intentions. Furthermore, low level of trust in supervisor must be addressed to maintain a healthy environment where employees are able to develop their job embeddedness. Originality/value This study contributes to the body of research on the theoretical explanation of the consequences of trust in supervisor in hospitality industry, as well as to the growing body of research on turnover intentions in frontline employees.

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DO HIGH-PERFORMANCE WORK PRACTICES INDUCE INNOVATIVE WORK BEHAVIOUR? THE CASE OF THE QATARI BANKING SECTOR

International Journal of Innovation Management ◽

10.1142/s1363919621500031 ◽

2020 ◽

pp. 2150003

Author(s):

SHATHA M. OBEIDAT

Keyword(s):

Job Satisfaction ◽

High Performance ◽

Banking Sector ◽

Mediating Effect ◽

Work Practices ◽

Organisational Commitment ◽

High Performance Work Practices ◽

Innovative Work ◽

Innovative Work Behaviour ◽

The Impact

Purpose: This paper presents results from an empirical study in the banking sector in Qatar on the impact of high-performance work practices (HPWPs) on employee’s innovative work behaviour (IWB). In particular, the study seeks to examine the impact of HPWP on employees work attitudes of job satisfaction and organisational commitment, and of the possible mediating link of employees’ attitudes (i.e., satisfaction and commitment) on HPWPs and IWB link. Methodology: Data were collected from employees about their perception of the use of HPWPs in their banks and about their level of satisfaction at work, their perceived commitment, and their innovative work behaviour. The sample included 150 employees working in different banks at Qatar. Findings: The findings suggest that HPWPs are positively related to job satisfaction, organisational commitment, and IWB. Also, the study provides support for the mediating effect of organisational commitment on the HPWPs and IWB link. Practical implications: When trying to inspire employees IWB through managerial practices (like HPWPs) in Qatari banks, management needs to pay attention to employees work related attitudes such as job satisfaction and organisational commitment. Limitations: The unique characteristics of the Qatari banks limits the generalizability of the study findings. Originality: This is the first study that explores the mediating role of job satisfaction and organisational commitment on HPWPs-IWB link after conducting a comprehensive PLS analysis. Moreover, the study provides evidence of this possible link in what is believed to be unique study setting.

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High Performance Work Practices Facilitating Employee Engagement: A Study of PSUs in Delhi NCR

Nepalese Journal of Management Science and Research ◽

10.53056/njmsr-2016001.10 ◽

2016 ◽

Vol 1 (1) ◽

Author(s):

Pooja Misra ◽

Jaya Gupta

Keyword(s):

Employee Engagement ◽

Human Resource ◽

High Performance ◽

Turnover Intentions ◽

Organizational Outcomes ◽

Work Practices ◽

Secondary Sources ◽

High Performance Work Practices ◽

Mind Set ◽

The Relationship

The theme of employee engagement has generated a great deal of attention among human resource practitioners across the globe. Companies are increasingly focusing on means of creating and leveraging levels of employee engagement. Employee engagement was experimentally determined to be a key forecaster of desirable organizational outcomes such as customer satisfaction, retention, productivity and profitability. Research studies have suggested that high-performance work practices can help to develop positive beliefs and mind-set associated with employee engagement. These practices can, therefore, generate the kinds of discretionary behaviours that lead to enhanced performance. The present research attempts to analyse the relationship between high performance work practices, employee engagement and turnover intentions for public sector units (PSUs) in Delhi and NCR. The research is exploratory in nature and was conducted on the basis of self-completed questionnaires and relevant secondary sources. Keywords: ability, employee engagement, high performance work practices, motivation, opportunity to participate, turnover intentions

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Do High-Performance Work Practices Influence Organizational Innovation? Mediating Role of Human Capital

Pakistan Journal of Humanities and Social Sciences ◽

10.52131/pjhss.2019.0701.0075 ◽

2019 ◽

Vol 7 (1) ◽

pp. 107-120

Author(s):

Amna Yousaf ◽

Qasim Ali Nisar ◽

Shahzad Ali ◽

Muhammad Sajjad Hussain ◽

Aamir Zamir Kamboh

Keyword(s):

Human Capital ◽

High Performance ◽

Organizational Innovation ◽

Business Environment ◽

Work Life ◽

Mediating Effect ◽

Work Life Balance ◽

Work Practices ◽

Life Balance ◽

High Performance Work Practices

Due to globalization and competitive business environment, organizations need to update their information to remain innovative and competitive. Moreover, high-performance work practices (HPWPs) play a vital role that determines organizational success. The current study is performed to scrutinize the effect of high-performance work practices on the organizational innovation with the mediating effect of human capital. Survey questionnaire method was adopted, and data were collected from 202 employees by applying simple random sampling technique. Scales validation has been checked by confirmatory factor analysis (CFA) by using Smart PLS. Moreover, the structure equation modeling technique (SEM) has also been used to test the hypotheses. Findings revealed that there is a positive and significant relationship between high-performance work practices (participation, empowerment, work-life balance, recruitment & selection) and organizational innovation. Additionally, results also purported that human capital significantly mediates the relationship b/w high-performance work practices (participation, empowerment, work-life balance, recruitment & selection) and organizational innovation.

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