What Makes High-Performance Organizations Tick?
What are high performance work systems, and why do they matter to human resource researchers and practitioners today? A new article in the Journal of Management takes a closer look:
High Performance Work Systems are designed to enhance organizational performance by improving employee capability, commitment, and productivity. Yet there is very little consensus about the structure of these systems and the practices therein. The lack of structure may be inhibiting the growth of knowledge in this field and the degree to which organizations adopt these systems.
Read “A High Performance Work Practices Taxonomy: Integrating the Literature and Directing Future Research” by Richard A. Posthuma of the University of Texas at El Paso, Michael C. Campion of the University of South Carolina, and Malika Masimova and Michael A. Campion, both of Purdue University, published in the Journal of Management.
To help further the dialogue on this important topic, SAGE is pleased to open access to key articles on high performance work systems through April 11:
“Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being,” published in Human Relations by Stephen Wood of the University of Leicester, UK; Marc Van Veldhoven and Marcel Croon, both of Tilburg University, The Netherlands; and Lilian M de Menezes of Cass Business School, City University London, UK
“Employee responses to ‘high performance work system’ practices: an empirical test of the disciplined worker thesis,” published in Work, Employment & Society by Bill Harley and Leisa Sargent, both of the University of Melbourne, and Belinda Allen of Monash University
“High-Performance Work Systems and Job Control: Consequences for Anxiety, Role Overload, and Turnover Intentions,” published in the Journal of Management by Jaclyn M. Jensen of George Washington University, Pankaj C. Patel of Ball State University, and Jake G. Messersmith of the University of Nebraska-Kearney
“Entrepreneurial orientation and performance in young firms: The role of human resource management,” published in the International Small Business Journal by Jake G. Messersmith of the University of Nebraska at Kearney and William J. Wales of James Madison University
“Founding-Family Ownership and Firm Performance The Role of High-Performance Work Systems,” published in Family Business Review by Chiung-Wen Tsao of Tajen University and Shyh-Jer Chen, Chiou-Shiu Lin, and William Hyde of National Sun Yat-Sen University
“Employment Modes, High-Performance Work Practices, and Organizational Performance in the Hospitality Industry,” published in Cornell Hospitality Quarterly by Tsai Cheng-Hua of National Cheng Kung University, Chen Shyh-Jer of National Sun Yat-Sen University, and Fang Shih-Chien of National Cheng Kung University
