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

70 Citations (Scopus)

Abstract

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
Volume27
Issue number8
DOIs
Publication statusPublished - 2007 Jan 1

All Science Journal Classification (ASJC) codes

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

Fingerprint Dive into the research topics of 'Can high performance work systems really lead to better performance?'. Together they form a unique fingerprint.

Cite this