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1.
Na Fu Qinhai Ma Patrick C Flood Janine Bosak Yang Liu Yang Zhang 《Asia Pacific Journal of Human Resources》2016,54(1):8-31
The aim of this study was to explore the differences and similarities in the utilization of high‐performance work systems (HPWS) in Chinese and Irish professional service firms (PSFs). Using data collected from 112 Chinese and 120 Irish accounting firms, we found that Chinese PSFs demonstrate higher scores in selective recruitment and contingent remuneration, while Irish PSFs show higher scores in performance management and training. Chinese and Irish PSFs employed similar levels of information sharing and participation and had similar scores on an overall HPWS index. Consistent results were found for the positive relationship between HPWS and organizational performance in both Chinese and Irish PSFs despite their different utilization of HPWS elements. This cross‐national study provides insights into the differences between eastern and western approaches in managing human resources in the professional service context and demonstrates the potential value of using HPWS to improve performance in PSFs. 相似文献
2.
Richard Fabling Arthur Grimes 《International Journal of Human Resource Management》2013,24(4):488-508
We examine the impact of human resource practices, especially those considered as parts of high performance work systems, on firm performance. The analysis is unique in using data from an economy-wide official survey to determine whether firms that adopt high performance HR practices perform better than their rivals. We find that adoption of a suite of high performance practices (and adoption of specific practices pertaining to staff training and performance pay) has a causal impact on firm outcomes. The strength of the relationships differs by firm size and age. Firms that adopt high performance practices are predominantly young and in high-tech related sectors. 相似文献
3.
This commentary paper explores the meaning and significance of high‐performance work systems (HPWSs), an important topic in the debate around how to build a ‘high‐skill’ or ‘high‐road’ economy. Work reforms to increase the involvement of production or front‐line service workers are at the heart of these systems, which are therefore more aptly called ‘high‐involvement work systems’ (HIWSs). While emphasising that the specific practices in such systems need to be customised to industry and occupational conditions, this paper outlines the core features of HIWSs, including the wider managerial and governance processes in which they are embedded. The paper goes on to explain how the literature in the HPWS area is making a valuable contribution to our understanding of the role of intervening management and employee variables in the performance of any kind of HR system. This underlines the value to any company concerned about its HR performance of looking at the chain of links that runs from management intentions through management practices and employee responses to organisational outcomes. 相似文献
4.
Yi‐Ying Chang 《Human Resource Management Journal》2015,25(1):79-101
This paper examines the process linking high‐performance work systems (HPWS) and organisational ambidexterity both at the unit and firm level of analyses by integrating strategic HRM, human capital and social capital perspectives. Multisource and multilevel data from 2,887 employees and 536 managers of 58 banks was collected. Results revealed that firm‐level HPWS were positively related to unit‐level employee human capital. Unit‐level employee human capital partially mediated the relationship between firm‐level HPWS and unit organisational ambidexterity. Furthermore, firm‐level social climate moderated the effect of firm‐level HPWS on unit organisational ambidexterity through unit‐level employee human capital. This paper contributes to HPWS and ambidexterity research by revealing the impacts of firm‐level HPWS and mediating mechanisms, as well as identifying boundary conditions for pursuing unit‐level organisational ambidexterity. 相似文献
5.
《Asia Pacific Journal of Human Resources》2018,56(3):402-426
In this study, we examine the relationship between department high‐performance work systems (DHPWS) and employees’ creative performance. Data are obtained from a sample of 335 employees in 74 departments in People's Republic of China. Results of hierarchical linear modeling reveal that DHPWS are positively related to employees’ creative performance, and organizational citizenship behavior (OCB) partially mediates that relationship. Perspective taking, which represents a cognitive factor in which employees focus on others and adopt others’ viewpoint in order to better understand their preferences and values, moderates the DHPWS–OCB relationship. However, perspective taking does not serve as a moderator between DHPWS and employees’ creative performance. These findings shed new light on the mechanisms through which DHPWS influence employees’ creative performance and contribute to the strategic HRM and creativity literature. We discuss implications of these results for research and practice. 相似文献
6.
Kwang-Ho Kim Tae-Hyun Kim Tae-Yeol Kim Heejung Byun 《International Journal of Human Resource Management》2016,27(3):338-354
We theorized and tested the performance implications of the lateral hiring by professional service firms (i.e. law firms). Using a longitudinal dataset of lateral partner hires in 148 US law firms between the years of 2004 and 2008, the results indicated that the size of lateral hiring had a reversed U-shape relationship with the financial performance of a firm. In addition, the leverage ratio (i.e. the ratio between associate lawyers and partners) significantly moderated the reversed U-shape relationship between lateral hiring and firm performance, such that the placement of the bend in the curvilinear relationship, that is, the threshold, occurred more quickly at a low than at a high leverage ratio. This study contributes to the literature on strategic human resource management in professional service firms by providing empirical evidence on the effect of lateral hires and by emphasizing that lateral partner hiring should be considered with other important HR issues to fully capitalize lateral partners. 相似文献
7.
Hyunyoung Jo Samuel Aryee Hsin‐Hua Hsiung David Guest 《Human Resource Management Journal》2020,30(2):198-225
Despite the growing importance of sustainable management of human resources, human resource management and leadership research on mutuality in the employment relationship has proceeded in a parallel fashion. Drawing on self‐determination theory, this study proposes an integrative model of human growth by addressing two interrelated questions: (a) how and why experienced service‐oriented high‐performance work systems (HPWS) and unit service leadership relate to psychological health and service performance and (b) whether thriving at work and psychological health serially mediate the relationships between the two contextual antecedents and service performance. Our findings revealed that experienced service‐oriented HPWS and unit service leadership related to service performance but indirectly through thriving at work. However, experienced service‐oriented HPWS but not unit service leadership related to psychological health through thriving at work. Furthermore, thriving at work and psychological health serially mediated the relationship between experienced service‐oriented HPWS (but not unit service leadership) and service performance. 相似文献
8.
《Asia Pacific Journal of Human Resources》2018,56(3):317-340
Taking a behavioral perspective on high‐performance work systems (HPWS), we examine the role that organizational trust plays as a key psychological mechanism linking HPWS and firm capabilities (customer response capability and internal process capability). We further draw on configuration theory and explore how the fit between organizational culture and HPWS can be mutually reinforcing, leading to superior firm capabilities. Based on multisource data collected from 2094 employees in 500 companies in South Korea, the results show that HPWS are positively related to firm capabilities and that the link is fully mediated by organizational trust. HPWS show significant interaction effects with adhocracy, market, and clan cultures on firm capabilities but show no interaction effects with hierarchy culture. These findings highlight the importance of organizational trust and organizational culture aligned with human resource practices in the successful implementation of HPWS. 相似文献
9.
Existing research on the relationship between high‐performance work systems (HPWS) and organizational innovation has paid insufficient attention to the boundary effects of employee participation and human capital. Bridging the human resource management (HRM) and employment relations literature, this study contributes to the contingency view of HRM and China‐specific research by investigating how human capital and employee participation, direct voice mechanism, and corporate governance participation jointly moderate the relationship between HPWS and organizational innovation. We test our three‐way interaction model using a sample of 108 firms and 1,250 employees in China. The results suggest that HPWS are positively associated with organizational innovation when employees with relatively less human capital are coupled with more direct voice mechanism or less corporate governance participation. In contrast, HPWS are negatively related to organizational innovation when employees possessing greater human capital are coupled with more direct voice mechanism. The theoretical and managerial implications and future research directions are discussed. 相似文献
10.
Zeynep Y. Yalabik Yvonne van Rossenberg Nicholas Kinnie Juani Swart 《International Journal of Human Resource Management》2013,24(12):1602-1621
Our study explores the relationship between employee engagement and foci-commitment of employees in professional service firms (PSFs). PSFs compete on the basis of their ability to encourage their employees to generate exceptional knowledge-based services and products, acting within and beyond the organizational boundaries. In order to achieve these outputs, the PSFs need to ensure that their professionals are engaged and committed. Drawing on 375 surveys from the employees of a global PSF, we compare two models to test the relationship between work engagement and multi-foci commitment: the organization, the client, the team and the profession. We first explore an overall positive effect of work engagement on commitment to all four foci. We then compare the overall impact to the independent effects of work engagement dimensions on four commitment foci. Our findings suggest that work engagement with three dimensions is a better-fitting model in the PSFs context. 相似文献
11.
Johan Alvehus 《Human Resource Management Journal》2018,28(1):31-44
HRM is considered of vital strategic importance in professional service firms, but professionals generally resist these managerial initiatives. In this article, I report on an in‐depth case study of a tax consultancy department in a major accounting firm by exploring the way professionals reconcile the logics of professionalism and HRM. Results indicate that the logics are reconciled in several ways as they are simultaneously replicated, revised, and rejected. Whereas current theories argue that the different logics balance each other, this study indicates that the professionals strengthen professional logic by acknowledging HRM and its procedures, simultaneously circumventing them through inverted appropriation. Results suggest that hybridity between conflicting logics may appear on an organisational level, whereas a single logic dominates in everyday work. The study contributes to in‐depth studies of institutional logics and to a detailed understanding of the workings of HRM in professional contexts. 相似文献
12.
In this study, the authors examine the relationship between high‐commitment HR practices and firm performance in professional services firms through the mediator of employee effort. In addition, they contribute to the debate in the field of strategic HRM on whether high‐commitment HR practices should be used across all employee groups within a firm. Their study's results show that high‐commitment HR practices positively relate to firm performance through employee effort for two employee groups within professional services firms. Further, they found that the relationship between effort and performance is contingent on the value of the employee group to firm competitive advantage, suggesting that companies may only want to expend the effort and resources on building a high‐commitment HR system for employee groups that are clearly tied to creating firm competitive advantage. © 2011 Wiley Periodicals, Inc. 相似文献
13.
Drawing on agency theory and the resource‐based view, this study examines the moderating effect of hotel ownership structure on the relationship between high‐performance work systems for service quality (HPWS‐SQs) and service performance as well as the curvilinear relationship between hotel service performance and hotel profitability. Results from surveys and archival data of 126 hotels showed that when hotels were owned and operated by brands, HPWS‐SQs had a positive effect on service performance. Moderated mediation analyses showed that service performance as a mediator accounted for the moderating effect of ownership and management structure on the relationship between HPWS‐SQs and hotel profitability. In addition, service performance demonstrated an inverted U‐shaped relationship with hotel profitability. These findings advanced the understanding of the boundary conditions and influence processes of HPWS‐SQs on financial performance in service settings. © 2016 Wiley Periodicals, Inc. 相似文献
14.
In this study, we explore what kinds of family firms are more likely to have a family CEO or professional CEO, and investigate the performance of CEOs from different backgrounds. The results show that firms with low requirements in managerial skills and a high potential for expropriation are more likely to choose a CEO from the controlling family (nepotism). Our investigation, furthermore, shows that when a firm requires high managerial skills, using a professional CEO can help firm performance, especially if the family has low cash‐flow rights and weak control. When there is large opportunity for expropriation in a family firm, the firm's performance will be better if the CEO is a family member and the family has highly persuasive cash‐flow rights. 相似文献
15.
Dirk Klimkeit 《International Journal of Human Resource Management》2016,27(8):850-875
Most cross-border organizational practice transfer involves implementation challenges, yet key literature in this field largely overlooks the mediating role of the transfer coalition, which serves as a ‘bridge’ between headquarters and subsidiaries in transferring an organizational practice. By exploring an in-depth case study of a top-tier professional service firm, this study contributes to the literature on cross-border human resource management practice transfer. We show that the transfer coalition displayed activities that translated into two separate managerial roles – transfer leadership and control – that were practiced with quite different levels of commitment by different members and impacted the successful management of the transfer process. We propose two distinctive transfer coalition archetypes – the entrepreneurial and the ceremonial type – where the leadership and control roles were practiced quite differently and reached different levels of organizational practice adoption. Furthermore, we suggest practical implications for HR professionals in order to improve global leadership and control competence. 相似文献
16.
Chin-Ju Tsai 《International Journal of Human Resource Management》2013,24(9):1512-1530
This paper presents a study examining the relationship between high performance work systems (HPWS) and organizational performance in Taiwan's semiconductor design industry. The hypotheses are tested by matching and analysing data collected from field interviews with 21 HR managers and surveys of 21 senior operations managers and 1,129 employees. The results of the statistical analysis demonstrate that the effective use of employee empowerment practices is positively related to organizational performance. 相似文献
17.
High‐involvement work processes are at the heart of the current interest in high‐performance work systems. A study of 775 New Zealand employees shows that greater experience of high‐involvement processes is associated with higher job satisfaction. To a lesser extent, there are also better outcomes in terms of job‐induced stress, fatigue and work—life imbalance. However, in situations where pressures to work longer hours are higher, where employees feel overloaded and where managers place stronger demands on personal time, employees are likely to experience greater dissatisfaction with their jobs, higher stress and fatigue, and greater work—life imbalance. Increasing the availability of work—life balance policies for employees was not found to ameliorate these relationships. The study implies that organizations that can foster smarter working without undue pressures to work harder are likely to enhance employee well‐being. 相似文献
18.
《Asia Pacific Journal of Human Resources》2018,56(3):341-359
Employee engagement and commitment has been a very important issue in human resource managers’ agenda. The present study adds to the literature by examining the impact of high‐performance work systems (HPWS) on employee attitudes and on employee engagement in China in response to the increasing interest in the universalistic effects of HPWS in the globalized world market. With the data from 782 employees working in China's manufacturing and service sectors, this study shows that HPWS are positively related to employees’ positive mood and job satisfaction, and that job satisfaction and positive mood lead to high employee engagement. Moreover, employee's positive mood and job satisfaction also mediate the relationship between HPWS and employee engagement. The result helps explore one mechanism via which HPWS affect employee behaviors and provides empirical evidence for the applicability of HPWS in an international context. 相似文献
19.
Mahesh Subramony 《人力资源管理》2009,48(5):745-768
Human resource management bundles consisting of multiple complementary practices are typically considered superior to individual best practices in influencing firm performance. This study investigates the relationship between three such bundles (empowerment, motivation, and skill‐enhancing) and business outcomes (retention, operating performance, financial performance, and overall performance ratings). A meta‐analysis of 239 effect sizes derived from 65 studies reveals that HRM bundles have significantly larger magnitudes of effects than their constituent individual practices, are positively related to business outcomes, and display effect sizes that are comparable to or larger than those of high‐performance work systems. These findings reaffirm the case for firm‐level investments in synergistic HRM combinations and highlight the importance of investing in complementary practices. © 2009 Wiley Periodicals, Inc. 相似文献
20.
We study how high‐involvement work practices (HIWPs) may enhance a firm's economic performance through the development of a proactive environmental strategy (PES). HIWP systems facilitate the implementation of a PES by promoting employees' ability, motivation, and opportunities to behave in ways consistent with environmental management goals. In turn, PESs contribute to the development of strategic competitive advantages and drive superior performance. The results of our empirical analysis of 233 firms broadly confirm our hypotheses and suggest that although the direct effect of HIWPs on performance was not signifi cant in our sample, HIWPs do have a significant indirect effect through a PES as a mediator. 相似文献