Shedding New Light on the Black Box: High-Performance Work Systems and Proactivity

2015 ◽  
Vol 2015 (1) ◽  
pp. 18475
Author(s):  
Ki-won Haan
Keyword(s):  
High Performance ◽  
Black Box ◽  
Work Systems ◽  
High Performance Work Systems

Unlocking the black box: Exploring the link between high-performance work systems and performance.

2011 ◽  
Vol 96 (6) ◽  
pp. 1105-1118 ◽  
Author(s):  
Jake G. Messersmith ◽  
Pankaj C. Patel ◽  
David P. Lepak ◽  
Julian S. Gould-Williams
Keyword(s):  
High Performance ◽  
Black Box ◽  
Work Systems ◽  
High Performance Work Systems ◽  
And Performance

High performance work systems in the tourism and hospitality industry: a critical review

2020 ◽  
Vol 32 (7) ◽  
pp. 2365-2395 ◽  
Author(s):  
Panagiotis V. Kloutsiniotis ◽  
Dimitrios M. Mihail
Keyword(s):  
High Performance ◽  
Hospitality Industry ◽  
Black Box ◽  
Actual Process ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hospitality Sector ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality

Purpose This study aims to provide an up-to-date theoretically based qualitative review regarding the “high-performance work systems” (HPWS) approach in the area of the tourism and hospitality management. The aim is to classify the so-far studies between those that examine the general “black-box” issue and those that investigate the actual process of the “black-box.” Finally, this study identifies the “gaps” in the literature and provides avenues for further research. Design/methodology/approach This review is based on a systematic critical analysis of the HPWS research that has been conducted explicitly on the tourism and hospitality industry during the years 2004-2019 (N = 28), published in core HRM and management journals. Findings This study identifies a significant gap in the progress of the HPWS research in the tourism and hospitality sector, contrary to the so-far research in the generic human resource management (HRM) literature. Hence, recommendations and suggestions are provided for advancing the HPWS research in the particular sector, including the need for more advanced conceptual and statistical models by focusing specifically on the process of the “black-box.” Practical implications The present review contributes considerably to the HPWS research in the tourism and hospitality sector and recommends avenues for further research in enhancing the overall HPWS literature. Originality/value This is the first study that reviews the HPWS literature in the tourism and hospitality sector, in an effort to reconcile the differences between the present sector and the generic HRM literature.

High-performance work systems and thriving at work: the role of cognitive appraisal and servant leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhining Wang ◽  
Shuang Ren ◽  
Lijun Meng
Keyword(s):  
Servant Leadership ◽  
High Performance ◽  
Theoretical Perspective ◽  
Cognitive Appraisals ◽  
Black Box ◽  
Dark Side ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Thriving At Work

PurposeThe purpose of this paper is to provide a balanced and nuanced understanding of the relationship between high-performance work systems (HPWS) and employee thriving at work by aiming to consider the “dark-side” of HPWS and to uncover the “black box.”Design/methodology/approachThis research draws from data from 377 employees nested in 77 work teams and tests a multilevel moderated mediation model using multilevel path analysis.FindingsThe findings indicate that employees appraise HPWS as both a challenge and a hindrance simultaneously. The challenge appraisal associated with HPWS positively influences employees' thriving at work whereas hindrance appraisal of HPWS negatively influences thriving experience. The results also support the hypothesized relationships in which servant leadership moderates the indirect effect of HPWS on employee thriving via challenge and hindrance appraisals accordingly.Originality/valueThis research demonstrates both positive and negative sides of HPWS as evaluated by employees in relation to an important employee outcome of thriving at work. It enriches the strategic HRM literature by identifying the “black box” of HPWS-employee outcomes and associated boundary condition from the theoretical perspective of cognitive appraisals.

scholarly journals Developments in the HRM–Performance Research stream: The mediation studies

2021 ◽  
Vol 35 (1) ◽  
pp. 83-113
Author(s):  
Stephen Wood
Keyword(s):  
High Performance ◽  
Employee Involvement ◽  
Black Box ◽  
Work Systems ◽  
High Involvement ◽  
High Performance Work Systems ◽  
Personnel Practices ◽  
Research Stream ◽  
Performance Research ◽  
High Involvement Management

Testing Human Resource Management (HRM)’s effect on organisational performance has been a core part of HRM research over the past 25 years. Whereas pioneering studies in the field neglected the mechanisms explaining this relationship, treating it as a ‘black box’, in the last decade the focus has been on examining the mediators of this relationship. Most recently, a series of reviews has been more critical of the field, particularly highlighting its diversity and underplaying of employee involvement, a concern central to its inception. This paper assesses these mediation studies in the light of these concerns, which provide criteria by which I summarise them and assess the extent to which they have advanced the field. The analysis demonstrates that the main problems of the black-box studies remain: the misalignment of the use of additive indexes and the theory of synergistic relationships, confusion over analysis methods, inadequate justification of the selection of practices in the empirical investigations, and under-representation of employee involvement. The researchers continue to present the field as a unified one. However, since the majority of studies are centred on high-performance work systems, there is a clear schism across them between these studies and those centred on high-involvement management. The paper reinforces the importance of this distinction, on the basis that a high-performance work system is a technology, a set of sophisticated personnel practices, whereas high-involvement management is a managerial philosophy or orientation towards fostering employee involvement. The paper concludes by suggesting ways of overcoming the recurring problems in HRM–performance research, and how these vary between the two perspectives.

scholarly journals Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction

2021 ◽  
Vol 13 (6) ◽  
pp. 3226
Author(s):  
Daniel Dorta-Afonso ◽  
Manuel González-de-la-Rosa ◽  
Francisco J. García-Rodríguez ◽  
Laura Romero-Domínguez
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
High Performance ◽  
Well Being ◽  
Black Box ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Attitudes And Behaviors

The purpose of this research is to examine the underlying mechanisms inside the so-called black box that relate high performance work systems (HPWS) with employees’ well-being and job performance in hospitality. We surveyed a sample of 494 hotel workers to test a research model that related the following variables: HPWS, organizational commitment, motivation, job satisfaction, quality of life (QoL), and individual job performance. Structural equation modelling, namely through PLS-SEM, was conducted. We confirmed that HPWS directly influence employees’ motivation, organizational commitment, job satisfaction, and QoL. Additionally, workers’ motivation and organizational commitment positively influence job satisfaction, which, in turn, enhances workers’ QoL. Moreover, job satisfaction and quality of life significantly predicted individual job performance. This study contributes to unlocking the so-called black box relating HPWS with job outcomes as well as to the growing body of research that relates employees’ well-being with performance. From a managerial point of view, hospitality firms should prioritize investment in HPWS, as its design and implementation affects employees’ attitudes and behaviors. Future lines of research should consider bundles of practices instead of the whole HPWS effects on employees’ attitudes and behaviors.

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