Can high performance work systems really lead to better performance?

Hsi An Shih, Yun Hwa Chiang, Chu Chun Hsu

Research output: Contribution to journalArticlepeer-review

74 Citations (Scopus)


Purpose - This study presents a conceptual scheme concerning the core constituents of high-performance work system (HPWS) and examines their effects on firm performance. Design/methodology/approach - This study proposes a conceptual scheme incorporating 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, as well as multinational companies' branch offices in Taiwan. Findings - Initial factor analysis on HPWS practices supports this conceptual scheme. Using the structural equation modeling technique (AMOS 4.0) better-performing firms were found to invest in more sophisticated HRM practices, which further enhanced organizational performance. Research limitations/implications - Surveys conducted in other countries can expand the external validity of this study's findings. Originality/value - While most previous research on HPWS involves regression-like analyses, this study tries a different approach, with the structural modeling technique, to verify HPWS' relationship with firm performance.

Original languageEnglish
Pages (from-to)741-763
Number of pages23
JournalInternational Journal of Manpower
Issue number8
Publication statusPublished - 2007

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation


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