Differentiating the workforce: The performance effects of using contingent labor in a context of high-performance work systems

Stirpe, Luigi; Bonache, Jaime; Revilla, Antonio

doi:10.1016/j.jbusres.2013.09.001

Cited by 30 publications

(36 citation statements)

References 47 publications

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“…Training opportunities to improve the workforce's knowledge, skills and problem-solving abilities are an essential element of HPWP (Pfeffer, 1998), and research suggests that there is a positive relationship between training and firm performance (Stirpe, Bonache, & Revilla, 2014), and is linked to lower labour turnover (Heffernan (2012).…”

Section: H2: In Pakistan Employee Involvement and Participation Pracmentioning

confidence: 99%

High-performance work practices and organizational performance in Pakistan

Ahmad

Raziq

Rehman

et al. 2019

IJM

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Purpose Research on the relationship between high-performance workplace practices (HPWPs) and organizational performance has largely focussed on western settings, limiting the knowledge of how these systems influence performance in other countries, including Pakistan. Universalistic assumptions underpin the HPWP paradigm; to examine the validity of these assumptions, the purpose of this paper is to study the links between HPWP and performance in Pakistan, a country with different cultural norms and institutional settings to those in which most research has been conducted. Design/methodology/approach The authors draw on a unique survey of 392 establishment managers in the banking, pharmaceutical and information technology sectors. The authors include managers of foreign-owned multinational subsidiaries and domestic firms to ensure the sample represents firms in Pakistan. Findings The authors find that some individual HPWPs (recruitment and training) are associated in a statistically significant way with lower labour turnover, higher productivity and higher financial performance. Employee involvement is associated with lower labour turnover and higher labour productivity. Compensation is associated with higher financial performance. None is linked to higher labour turnover, lower productivity or lower financial performance in a statistically significant way. Performance appraisal was not statistically significantly associated with any of the three outcome variables. Originality/value The results provide some relatively strong support for universalistic assumptions, but also highlight the need for future research to examine the variable links of some HPWPs and the lack of any association for the performance appraisal measure.

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Section: H2: In Pakistan Employee Involvement and Participation Pracmentioning

confidence: 99%

High-performance work practices and organizational performance in Pakistan

Ahmad

Raziq

Rehman

et al. 2019

IJM

View full text Add to dashboard Cite

show abstract

“…• workforce or labor productivity, measured as natural logarithm (ratio) of sales (profit) per employee [14,[70][71][72]; or natural logarithm of value added per employee, where value added is calculated as sales net of material costs [70]; or ratio of billed consulting days per member [72]; or number of cases of product produced (actual) by direct labor hours [73];…”

Section: Market-focused Scenario and Hpwsmentioning

confidence: 99%

HRM Systems Effects as a Basis for Strategic HR Planning

Kosheleva¹,

Bordunos²

2018

Human Resource Planning for the 21st Century

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The chapter illustrates how misalignment of Human Resource Management System (HRMS) creates risks of reduction in organizational performance and well-being of employees. The chapter starts with the analysis of reasons and consequences for choosing particular HRMS by firms and description of criterions to differentiate between the key alternatives: high-productivity, high-commitment and high-involvement-based HRMS. Then it illustrates possible options within an additive approach, which allows reproducing wider variety of HRMS, aiming at identical for organization HR strategy. It also shows how additive approach can intensify positive sides and mitigate the drawbacks of each HRMS in accordance with the organizational health concept. The final part illustrates how to deal with the situation when the most suitable HRMS is not available due to its lower legitimacy, suggesting models with alternative options, or applying additive approach. HRM Systems Effects as a Basis for Strategic HR Planning http://dx.doi.org/10.5772/intechopen.75456 85 HRM Systems Effects as a Basis for Strategic HR Planning http://dx.doi.org/10.5772/intechopen.75456 95

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“…Tenaga kerja tidak standar, termasuk pekerja sementara (kontingen), telah mengalamipertumbuhan yang sangat besar dalam beberapa tahun terakhir (Ashford et al, 2007;Stirpe, Bonache, & Revilla, 2014). Ada banyak manfaat dengan menggunakan pekerja sementara, khususnya peningkatan fleksibilitas (Kalleberg, 2000) untuk mengurangi biaya yang berhubungan dengan kerja (von Hippel et al, 1997).…”

Section: Pendahuluanunclassified

Peran Pos Pada Hubungan Antara Keadilan Organisasional dan Ocbo Pada Dosen Tidak Tetap Ptm

Waskito

Chuzaimah

Irmawati

2018

Benefit

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: The purpose of this study is to examine the significance of POS role models as mediation to organizational justice relations (procedural and distribusional) directed at the individual relationship to the organization (OCBO). Respondents in this study are non-permanent faculty members in PTM accredited A (UMS, UMY, UMM, UHAMKA, and UAD). The survey results on the five PTM get 150 non-permanent lecturers willing to be respondents. The result of SEM analysis shows that procedural and distributional equity correlate positively and significantly to POS. One thing that is different in the findings of this study is the weak relationship between POS and OCBO. Procedural justice has a significant direct relationship to OCBO, but not with distributive justice. That is, POS is not a variable mediating distributive and procedural justice relationships with OCBO.Abstraksi : Tujuan dari penelitian ini adalah untuk menguji signifikansi model peran POS sebagai mediasi terhadap hubungan keadilan organisasi (prosedural dan distribusional) yang diarahkan pada hubungan individu dengan organisasi (OCBO). Responden dalam penelitian ini adalah anggota fakultas non-permanen di PTM terakreditasi A (UMS, UMY, UMM, UHAMKA, dan UAD). Hasil survei pada lima PTM mendapatkan 150 dosen non permanen yang bersedia menjadi responden. Hasil analisis SEM menunjukkan bahwa prosedural dan distribusi ekuitas berkorelasi positif dan signifikan terhadap POS. Satu hal yang berbeda dalam temuan penelitian ini adalah lemahnya hubungan antara POS dan OCBO. Keadilan prosedural memiliki hubungan langsung yang signifikan dengan OCBO, tetapi tidak dengan keadilan distributif. Artinya, POS bukanlah variabel mediasi hubungan keadilan distributif dan prosedural dengan OCBO

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Differentiating the workforce: The performance effects of using contingent labor in a context of high-performance work systems

Cited by 30 publications

References 47 publications

High-performance work practices and organizational performance in Pakistan

High-performance work practices and organizational performance in Pakistan

HRM Systems Effects as a Basis for Strategic HR Planning

Peran Pos Pada Hubungan Antara Keadilan Organisasional dan Ocbo Pada Dosen Tidak Tetap Ptm

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