Do they really coexist? An empirical analysis of a conjoint implementation of Quality Management System and High Performance Work System on organizational effectiveness

Abstract

Over the past few decades, Quality Management System (QMS) and High Performance Work System (HPWS) have emerged as key concepts to enhance organizational effectiveness. All over the globe, majority of contemporary manufacturing and services organizations have applied at least one of these development strategies or even both. This study proposes an integrated framework of QMS and HPWS and empirically investigates the relationship between QMS and HPWS practices and their direct and indirect effects on organizational effectiveness using structural equation modelling (SEM). This research makes a number of significant contributions: (1) The black box of the conjoint implementation is opened up for better appreciation of the interplay of QMS and HPWS practices and their influence on organizational effectiveness (2) The key QMS practices recognized as contributing factor of performance have been classified and examined at two distinct levels i.e. QMS Top Level practices and QMS Core practices (3) The mediating and interaction effects of QMS Core practices and HPWS practices on the relationship of QMS-Top Level practices and organizational effectiveness have been thoroughly investigated. The proposed framework is tested through cross-sectional data from 90 Technical Services Organizations (TSO) operating in Pakistan. The research hypotheses are supported by the test results of the SEM. The findings and implications are discussed along with limitations and future research guidelines.

Theoretic insights on the concept of internal fit of HR elements within the construct of high performance work system

“…It is believed that the company will accomplish its objectives by a unique mix of HR activities. As advocated by researchers like Ananthram et al (2018), Nyberg et al (2016), and Schmidt and Keil (2013), HRM activities can be a strategic resource for a sustainable organizational success if they are valuable and rare as well as complex, if not impossible to imitate or substitute (Rehmani et al, 2020a). Interrelated HRM activities aligned with each other are inherently socially complex, casually ambiguous (Bowen, 2016) and could be difficult for competitors to copy (Banks & Kepes, 2015).…”

“…HR practices may therefore be 'rare' to be considered a strategic resource. HRM practices that are valuable but not 'rare' will only result in relative parity, not a competitive edge (Rehmani et al, 2020a). For instance, using cognitive skill testing to screen job candidates is successful; the advantages of such tests are universal across businesses and industries…”

“…Human Resource (HR) experts all over the globe strongly support the notion of 'bundles' of HR practices and prefer them over individual practices while exploring the relationship of HR practices with organizational outcomes (Huselid, 1995;Macduffie, 2016). As argued by various researcher like Lado and Wilson (1994), P. Wright and Boswell (2002), Pak and Kim (2018), and Rehmani et al (2020a). HR practices are more effective once applied in dynamic bundles/sets of individual practices, as they work well in synergistic and mutually reinforcing combinations.…”

“…Nevertheless, few empirical studies, like one conducted by Kepes et al (2009) have noted the interaction effects among different HR elements in isolation. Such fragmentary bivariate interactions are disjointed and inadequate without a comprehensive framework and fail to explain how the internal components of HPWS operate (3) the causal chain between HPWS elements and performance at multilevel remains to be understood explicitly (4) the concept of bi-dimensional 'Internal-Fit' of HR elements/activities within HPWS needs logical explanation (5) finally in strategic HRM literature, HPWS has either been operationalized as a single or a multidimensional construct, where its key elements/ systems have been examined at the same level of abstraction for their potential link with performance and the concept of internal-fit generally remained neglected (Rehmani et al, 2020a). Delery (1998) described 'Internal-Fit' as the internal consistency and complementarities of HR elements" and proposed supplementary, substitutive and interactive relations among HR elements within a HPW.…”

Development of a hybrid framework for inventory leanness in Technical Services Organizations

“…On the other side, there is a growing consensus that organizations can achieve higher inventory efficiency from effective decision support systems (DSS), ensuring a sizeable reduction in dead and inactive inventories [ 11 ]. An effective Decision Support system shadows a magnanimous effect on any organization’s efficiency.…”