Getting inside the black box

Abstract

Purpose – The purpose of this paper is to explore, and eventually unlocking, the “black box” problem by addressing the potential mediating role of human capital and organizational commitment in the relationship between high performance work systems (HPWS) and perceived firm performance in the Tunisian financial industry. Design/methodology/approach – Based on the strategic human resource management (SHRM) theory, the authors developed a model that links HPWS to perceived organizational performance through human capital and employee organizational commitment. Data collected from 351 respondents was considered. Multiple regression analysis was then used to assess the research hypotheses. Findings – Data collected from 351 respondents suggest that HPWS positively affect perceived firm performance through first, enhancing the firms’ human capital; and second, developing positive organizational commitment attitude among employees. In addition, a direct relationship between HPWS and firm performance was found. Research limitations/implications – The research focussed on the perceived performance of the organization rather than financial measures. Also, because data were collected from a sample of Tunisian financial companies, results of this study are not generalizable. Originality/value – More than two decades after the earliest contributions, the SHRM scholars believe that the “black box” problem is still accurate and, therefore, needs to be addressed in an effective way. At a general and broad level, the authors believe this study contributes to the SHRM literature by successfully addressing two critical “black box” elements, i.e. human capital and organizational commitment. Also, since there is a lack in such research in Tunisia, an icon country of the Arab spring, this paper provides theoretical basis for future research and managerial implications for Tunisian business leaders and HR managers. Finally, this research is extending the current empirical SHRM literature by addressing the critical role of HRM in the largely understudied field of financial services industry.

Using Employee Creativity to Unpack the ‘Black Box’ in the High-Performance Work System (Hpws)-Firm Performance Nexus

“…Recurrent performance appraisal for various HR management purposes (Murphy and Cleveland, 1995;Rynes et al, 2005) and associated feedback which has a developmental purpose delivered in an informational manner would improve employee creativity, given the fact that such kind of appraisal avails the employees of areas of improvements in terms of their domain-relevant skills (Shalley and Perry-Smith, 2001;Zhou and Oldham, 2001). Generally, the findings of this research corroborate some of the existing literature such as Ismail et al (2018), Ismail et al (2015; Mansour et al (2014) and Werner (2011). For instance, Ismail et al (2015) study signifies that employee creativity play a mediating role in the relationship between HPWS and performance.…”

“…Good strategy gives rise to competitive advantage of an organisation over another, and it is connected with the improvement in industrial competencies, productivity and performances of such organisation. Such feat cannot just come about except through the instrumentality of employees who are equipped with the required skills, knowledge and competencies needed for the execution of organisational strategy and planning (Fu, 2013;Ismail, 2014;Ismail et al, 2015;Mansour et al, 2014). HPWS formed a part of numerous resources which give rise to sustainable competitive advantages for the organisations, and consequently enhance organisational performance (Choi, 2014;Choi and Lee, 2013;Chuang and Liao, 2010;Demirbag et al, 2014;Fan et al, 2014;Fu, 2013;Shin and Konrad, 2014;Seidu, 2011).…”

The Impacts of the High-Quality Workplace Relationships on Job Performance: A Perspective on Staff Nurses in Vietnam

“…Notably, Khan et al, [88] concluded that a higher employee commitment emerged as a predictor of better performance, considering the public sector of oil and gas in Pakistan. Other studies by Bakiev [89] and Mansour et al, [90] revealed the positive influence of organizational commitment on perceived performance among police officers in Krygyzistan and human resource management (HRM) practices in the Tunisian financial services industry, respectively. Especially regarding the public sector, Camilleri and van der Heijden [91] reported the same result.…”

Implemented and perceived high-performance work system and its effect on branch performance

“…First, most prior research on HPWS shows a direct and positive relationship with performance. However, the process (mediating actors) through which HPWS affect organizational outcomes has yet to be addressed in an effective way (Mansour et al , 2014; Mihail and Kloutsiniotis, 2016) and demands more attention (Huselid and Becker, 2011; Jiang et al , 2013; Fu et al , 2017). Second, existing research almost exclusively takes a managerial perspective on the relationship between HR and performance, implicitly assuming that managers’ opinions are consistent with employees’ perceptions (Jiang et al , 2013).…”