High-performance work practices and organizational performance in Pakistan

Abstract

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.

Moderating role of psychological empowerment on the relationship between green HRM practices and millennial employee retention in the hotel industry of Bangladesh

“…Furthermore, this study found green training and development (GTD) has a significant relationship with millennial employee retention that is consistent with previous studies (Mehta & Chugan, 2015), which established that training contributes to reduce turnover. The finding is in line with the studies of Ahmad et al (2019) which found that training significantly influences employees' turnover intention. Thus, the finding of this study on green training validates previous findings and enriches the use of training in retaining millennials in the hotel industry.…”

“…However, some authors identified psychological factors, for example, affective and normative commitment, and goal clarity are some of the key predictors of employees' intention to stay or leave (Ghosh et al, 2013). Furthermore, Ahmad et al (2019) contended that recruitment and training are associated in a statistically significant way with lower labor turnover. However, these studies were not specific to millennials employees, who are reported to exhibit significantly lower continuance commitment to the organizations and higher‐level turnover (Nolan, 2015).…”

“…Earlier studies about the influence of HRM practices on employee retention appeared mixed (Ahmad et al, 2019; Juhdi et al, 2013). Based on these mixed findings, our study incorporates psychological empowerment as a moderator on the relationship between GHRM practices and millennial employee retention.…”

The Impact of Human Resource Management Practices on Employee Performance among Government Servants in Malaysia

“…As mentioned by Bhatti et al (2021a), the trainer of the training program must consider the trainee's values and perspectives when planning their lessons to maximize the learning outcomes. Furthermore, Ahmad et al (2020) found that employee involvement was statistically significant correlated with low employee turnover and high employee productivity.…”

What motivates the most? Money or Empowerment: Mediating Role of Employee Commitment to Organizational Performance

“…For instance, Delaney and Huselid (1996) approved that compensation practices primarily influence employee commitment, and Taormina (1999) found a critical effect on employee retention. According to Ahmad, Raziq, Rehman, and Allen (2020), strategies used for recruitment, training, and employee empowerment are another HR management strategy that gives the employee the necessary authority to decide while carrying out the assigned tasks to better job satisfaction. The pool of human resources in Saudi Arabia may be described as diverse in ethnicities, cultures, attitudes, and perspectives, contributing to diversity in the workplace (Nafei, 2015).…”