High‐performance work systems and organisational performance: Bridging theory and practice

By Peter Boxall, K. Macky. Asia Pacific Journal of Human Resources, 2007

181 citations recorded by the source corpus.

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.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/953bda9cad72f39c1c09b25ef3c993707c5cc309

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

1. Rebecca Mitchell
2. Jue Wang
3. Karin Sanders
4. B. Cooper
5. He Mei
6. T. Bartram
7. Xiaobei Li
8. Fang Lee Cooke

In Organizational Behavior and Human Resource Management

1. S. Frenkel
2. Xiaobei Li
3. Karin Sanders
4. Rebecca Mitchell
5. Jue Wang
6. B. Cooper
7. He Mei
8. T. Bartram

In Public Administration

1. Fang Lee Cooke
2. S. Frenkel
3. Niklas Egels-Zandén

Citations in the corpus

• Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2019, background): “HPWS, employee resilience and engagement: expected relationships and hypotheses development HPWS are systems of HR practices designed to enhance employee skills, commitment, and ultimately performance (Boxall & Macky, 2007; Datta, Guthrie, & Wright, 2005; Guest & Conway, 2011).”
• Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes (2011, background): “An interest in the effects of high-performance work systems (HPWS) on employees in service industries has been growing in recent years (Batt 2002 ; Boxall and Macky 2007 ).”
• The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices (2013, background): “…will hypothesize a positive relationship between the HR strategic role and HPHRPs: Hypothesis 1: The HR strategic role is positively related to HPHRPs. Strategic human resource management has been most concerned with the impact of HR strategies on organizational performance (Boxall & Macky, 2007).”