The notion of a high‐performance work system (HPWS) constitutes a claim that there exists a system of work practices for core workers in an organisation that leads in some way to superior performance. In this article, we dissect this fuzzy notion and examine its companion terminology: high‐involvement work systems and high‐commitment management. We argue that a focus on the high‐involvement stream usefully grounds HPWS studies in an important area of workplace change in the current context and takes us away from eclectic and contentious selections of ‘best practices’. We review research models and findings in this stream. The path to better research lies in examining the underpinning processes experienced by workers when management seeks to pursue high‐involvement systems, and charting their links to employee and operational outcomes.
Strategy and Human Resource Management, 2nd edition, provides a critical yet highly accessible account of the strategic rote of human resource management within organisations, Building upon the strengths of the best-selling first edition, this new edition expands its discussion of goats in HRM, builds a new typology of HR systems, contains new material on organisational culture and climate, and more fully examines HRM in services and the public sector. Updated to include the latest research and developments in the field, it continues to challenge students to critically assess the role and contribution of human resources to organisations. This text is ideal for upper level undergraduates and postgraduate students of HRM, as well as MBA students. It is also an invaluable resource for anyone interested in the role of HRM in business success.'This is an excellent book which truly integrates the related fields of Human Resource Management and strategic management with in-depth knowledge, debate, and research-based analysis, whilst at the same time providing a base for application through practical examples.' -Professor jaap Paauwe, T
This article is concerned with the relationship between strategic management and HRM in the firm. This is the terrain of strategic HRM, an area of difficult definitions and contentious theory. In respect of strategic management, in recent years we have witnessed a major debate over the implications of the resource-based view of the f i r m for the theory of strategy. This debate has now penetrated the strategic HRM discourse where the key change is the emergence of attempts to create a resource-based model of strategic HRM. The objective here is to analyse this development. What are the implications of the resource-based view of the f i r m for the debate HUMAN RESOURCE MANAGEMENT JOURNAL VOL 6 NO 3 59
Using a national population survey, this article examines how high-involvement work processes affect employee well-being. The analysis shows that greater experiences of autonomy and participation in decision-making have positive or neutral effects. Higher involvement is a key factor predicting higher job satisfaction and better work-life balance while it has no relationship to stress or fatigue. In contrast, higher levels of work intensity increase fatigue and stress and undermine work-life balance. If the quality of working life is a key objective in a reform based on greater employee involvement, close attention needs to be paid to the balance between processes that release human potential and those that increase the intensity of work.
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