Can high performance work systems really lead to better performance?

Hsi-An Shih, Yun Hwa Chiang, Chu Chun Hsu

Research output: Chapter in Book/Report/Conference proceedingConference contribution


This paper presents a theoretical model of the core constituents of high-performance work system (HPWS) and examines their effect on firm performance. The model incorporates the universalistic and the configurational perspectives of strategic human resource management. The effect of HPWS on firm performance is empirically tested using data collected from publicly-listed companies in Taiwan and multinational companies¡ branch offices in Taiwan. Initial factor analysis on HPWS practices supports our model¡s construct. Using the structural equation modeling technique, i.e., AMOS 4.0, better-performing firms were found to invest in more sophisticated HRM practices, which, in turn, further enhanced organizational performance. Such findings tentatively verify the causal effect of HPWS on firm performance. Contributions and limitations of this study are discussed.

Original languageEnglish
Title of host publicationAcademy of Management 2005 Annual Meeting
Subtitle of host publicationA New Vision of Management in the 21st Century, AOM 2005
Publication statusPublished - 2005
Event65th Annual Meeting of the Academy of Management, AOM 2005 - Honolulu, HI, United States
Duration: 2005 Aug 52005 Aug 10


Other65th Annual Meeting of the Academy of Management, AOM 2005
Country/TerritoryUnited States
CityHonolulu, HI

All Science Journal Classification (ASJC) codes

  • Information Systems and Management


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