The paper explores the various high performance work systems and practices and how they help in the improvement of the organizational performance.
The central argument of the paper is that there are moderating and mediating factors which impact the relationship between high performance work practices (HPWP) and organisational performance. Existing literature and scholarly works indicate that there are various antecedents such as organisational entrepreneurial orientation and organisational learning.
It cannot be said that HPWP always improve organisational performance, as there are moderating and mediating mechanisms between HPWP and organisational performance. HPWPs have a number of definitions. However, the common definition applied in various studies is that HPWPs refer to the managerial practice systems whose aim is to increase the employee empowerment and to enhance the incentives and skills that motivate and enable the employees to take advantage of their greater involvement.
On the other hand, entrepreneurial orientation refers to the organisational mind pattern reflected in terms of the entrepreneurial attitudes as well as the willingness to start new ventures and businesses. Considering that employees in an organisation are a major source of competitive advantage, strategic human resource management (SHRM) has gained heightened importance in the rapidly changing and knowledge-based economies.
As rare, inimitable and valuable assets for the organisation due to the socially complex, firm-specific and path dependent nature of the employees, human resources practices are important for firms as a means of achieving sustainable competitive advantage. High performance work practices (HPWP) is an important concept as it reflects the basic practices and philosophy of SHRM as it shapes the skills, behaviours, and attitudes of the employees by utilising and discovering knowledge, to achieve the organisational performance goals.
The essay thus explores the functioning mechanisms of organisational learning and entrepreneurial orientation in the HPWPs –Organisational performance nexus.
Table of Contents
1. Introduction
2. High Performance Work Practices (HPWP) Definitions and Approaches
3. Perspectives on HPWP and Organisational Performance
4. The Role of Entrepreneurial Orientation
5. Organisational Learning as a Mediating and Moderating Factor
6. Conclusion
Research Objectives and Themes
The primary objective of this paper is to critically evaluate the assertion that High Performance Work Practices (HPWP) invariably lead to enhanced organisational performance. The research investigates the mediating and moderating roles played by organisational learning and entrepreneurial orientation in this relationship, suggesting that the link is not direct but contingent upon various internal and external organizational factors.
- The relationship between HPWP and organisational performance.
- The mediating role of entrepreneurial orientation in HRM systems.
- The impact of organisational learning on knowledge acquisition and integration.
- Strategic Human Resource Management (SHRM) as a source of competitive advantage.
- Contingency factors affecting organizational success in knowledge-based economies.
Excerpt from the Book
The central argument of the paper is that there are moderating and mediating factors which impacts the relationship between high performance work practices (HPWP) and organisational performance.
Existing literature and scholarly works indicate that there are various antecedents such as organisational entrepreneurial orientation (Tang et al., 2008; Wales et al., 2013) and organisational learning (Fu et al., 2015; Ashton and Sung, 2002). It cannot thus be said that HPWP always improve organisational performance as there are moderating and mediating mechanisms between HPWP and organisational performance.
HPWPs has a number of definitions. However, the common definition applied in various studies is that HPWPs refer to the managerial practice systems whose aim is to increase the employee empowerment and to enhance the incentives and skills that motivate and enable the employees to take advantage of their greater involvement (Appelbaum et al., 2000; Lawler et al., 2001).
Research has indicated that organisational learning and organisational entrepreneurial orientation are moderating and mediating mechanism in the link between HPWPs and organisational performance. Organisational learning refers to the absorptive ability in terms of the capture, haring and transfer of knowledge as a means of optimising the organisational structure as well as improving the operations of the organisation (Sanzo et al., 2012); thus, helping in the achievement of the long-term objectives of the organisation.
Summary of Chapters
1. Introduction: This chapter establishes the core argument that the relationship between HPWP and organisational performance is mediated by external and internal organizational factors.
2. High Performance Work Practices (HPWP) Definitions and Approaches: This section discusses the various scholarly definitions of HPWP and emphasizes the "discretionary effort" approach to employee management.
3. Perspectives on HPWP and Organisational Performance: This chapter examines the diverse theoretical views on how HPWP contribute to organizational success, specifically through strategic development and competitive advantage.
4. The Role of Entrepreneurial Orientation: This chapter explores how entrepreneurial orientation dimensions—proactiveness, risk-taking, and innovativeness—are nurtured through HPWP and influence organizational outcomes.
5. Organisational Learning as a Mediating and Moderating Factor: This chapter analyzes how organizational learning processes facilitate knowledge absorption and allow firms to implement HPWP more effectively.
6. Conclusion: The final chapter summarizes that HPWP do not guarantee performance improvements, emphasizing that organizational support, learning, and entrepreneurial orientation are essential prerequisites for success.
Keywords
High Performance Work Practices, HPWP, Organisational Performance, Strategic Human Resource Management, SHRM, Entrepreneurial Orientation, Organisational Learning, Discretionary Effort, Competitive Advantage, Employee Empowerment, Knowledge Management, Social Exchange Theory, Innovation, Human Capital.
Frequently Asked Questions
What is the central focus of this research paper?
The paper critically examines the assumption that High Performance Work Practices (HPWP) automatically result in improved organizational performance, arguing that the relationship is far more complex.
What are the key thematic areas addressed?
The research focuses on the intersection of strategic human resource management, the role of entrepreneurial orientation in decision-making, and the function of organizational learning in sustaining competitive advantage.
What is the primary research goal?
The goal is to identify and analyze the mediating and moderating mechanisms—specifically organizational learning and entrepreneurial orientation—that determine whether HPWP effectively improve firm performance.
Which scientific methodology is employed?
The work utilizes a literature-based conceptual analysis, synthesizing existing scholarly works and meta-analyses to build a theoretical argument regarding the HPWP-performance nexus.
What topics are covered in the main body?
The main body covers the definition of HPWP bundles, the strategic perspectives of SHRM, the dimensions of entrepreneurial orientation, and the role of knowledge transfer through organizational learning.
How would you describe the characterizing keywords of this work?
The work is characterized by terms related to human resource strategy, organizational learning, and entrepreneurial behavior within the context of firm performance.
Does the author conclude that HPWP is always beneficial?
No, the author explicitly rejects the assertion that HPWP will always improve performance, stating that its effectiveness depends on proper organizational support mechanisms.
What role does the "social exchange theory" play in this paper?
The paper uses social exchange theory to explain how investment in human capital through HPWP fosters a relationship between the firm and employees, leading to higher commitment and better performance outcomes.
How does entrepreneurial orientation link to performance?
The author argues that entrepreneurial orientation acts as an indirect effect mechanism, where HPWP foster an environment of innovation and proactiveness, which subsequently drives performance.
- Arbeit zitieren
- David Onditi (Autor:in), 2020, Will high performance work practices always improve organisational performance?, München, GRIN Verlag, https://www.grin.com/document/916690
