How Symbolic Human Resource Function Actions Affect the Implementation of High Performance Work Practices: The Mediating Effect of Influence on Strategic Decision Making

2021 ◽  
Author(s):  
Michel Hermans ◽  
Michael D Ulrich
Keyword(s):  
Decision Making ◽  
Human Resource ◽  
High Performance ◽  
Mediating Effect ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Work Practices ◽  
High Performance Work Practices ◽  
Resource Function

Assessing Information Technology Capability versus Human Resource Information System Utilization

2011 ◽  
pp. 1370-1378
Author(s):  
Ralf Burbach ◽  
Tony Dundon
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Human Resource ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
System Utilization ◽  
Resource Information ◽  
It Capabilities ◽  
Information Technology Capability ◽  
Administrative Tasks

The ever-increasing capabilities of human resource information technology (HRIT) and human resource information systems (HRIS) have presented HR departments with an opportunity to generate and analyze vast amounts of employee information that could potentially be used for strategic decision-making purposes and to add value to the HR department and ultimately theentire organization. Research in this area has frequently highlighted that most organizations merely deploy HRIT to automate routine administrative tasks. In general, these studies assume the existence of IT capabilities and sophistication without further investigating what these consist of and how or whether existing IT capabilities could be related to the different uses of HR information, that is, strategic decision-making as opposed to automation. In this article, we introduce and discuss a model that aids the categorization of firms regarding their HRIT capabilities vs. their use of HR information. Furthermore, we will explore the factors that determine the utilization of HR information for strategic decision-making purposes.

The mediating role of work engagement in the relationship between high-performance work practices and job outcomes of employees in Nigeria

2016 ◽  
Vol 28 (10) ◽  
pp. 2350-2371 ◽  
Author(s):  
Osman M. Karatepe ◽  
Olusegun A. Olugbade
Keyword(s):  
Work Engagement ◽  
High Performance ◽  
Service Recovery ◽  
Job Security ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Work Practices ◽  
Content Type ◽  
Career Opportunities ◽  
High Performance Work Practices

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.

High-Performance Work Practices in Healthcare Sector

2016 ◽  
pp. 1075-1096
Author(s):  
Panagiotis Gkorezis ◽  
Mamas Theodorou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Work Practices ◽  
Healthcare Organizations ◽  
Healthcare Settings ◽  
High Performance Work Practices ◽  
Underlying Mechanisms

High-performance work practices are described as human resource management practices that augment organizational performance through enhancing employees' competencies, motivation, commitment and productivity. Last decades have seen an increase in both research and practice on high-performance work practices. Yet, they have only recently received attention in healthcare settings. Nascent empirical studies have shown that high-performance work practices may play a vital role in fostering positive employee, patient and organizational outcomes. Given the problematic and limited environment of healthcare organizations, high-performance work practices are purported to be an effective “medicine” for organizational functioning. Thus, the purpose of this chapter is to delineate human resource management policies and their core high-performance work practices and also highlight their key role in ameliorating healthcare organizations' performance. By doing so, we provide some useful insights from healthcare literature in relation to the underlying mechanisms that account for this relationship.

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

2018 ◽  
Vol 30 (3) ◽  
pp. 1436-1452 ◽  
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.

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

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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