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The significance of operational employees especially in the high-end hotels has encouraged the adoption of strategic human resource management (SHRM) within the industry. While past literature predominantly linked High-Performance Work System (HPWS), a form of strategic human resource work system with improvement in organizational and employee outcomes, another research perspective associated HPWS with contrary consequences towards operational employees. Contradicting perspectives regarding HPWS implementation justify the need for this empirical work. Through quantitative research approach, this study examined the perception of operational employees towards eight subcomponents of HPWS applied in high-end hotels. Data collected from a total of 392 operational employees from several five-star hotels in Kuala Lumpur were analysed. This study revealed that communications as well as performance management and appraisal were regarded as the most perceived agreed practices, whereas compensation and benefits being the least agreeable among all High-Performance Work Practices (HPWPs). Limitations and propositions from this study are presented to guide future research. Overall, understanding the perception of HPWS implementation is crucial as it influence employees' behavioural decision that ultimately impacting the organizational outcomes.

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