High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure

Abstract

This study provides a theoretical framework illustrating how the internal socialThere is growing empirical evidence that high-performance work systems (HPWS) can have a significant impact on organizational performance. HPWS have been found to favorably affect turnover (

High Performance Human Resource Practices, Identification with Organizational Values and Goals, and Service-Oriented Organizational Citizenship Behavior: A Review of Literature and Proposed Model

“…These practices are selective hiring, communication, appraisal, and rewards. The set of HRM practices that we present here are being adapted from previous works (Evans & Davis, 2005;Lee, Lee, & Kang, 2011;Liao et al, 2009;Macky & Boxall, 2007;Messersmith, Patel, & Lepak, 2011;Tang & Tang, 2012). For example, selective hiring refers to the rigor of hiring as indicated by applications per vacancy (Fiorito, Bozeman, Young, & Meurs, 2007).…”

Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

“…These correspond directly to two of Pfeffer's seven high-performance work practices (Pfeffer, 1998a,b;Evans and Davis, 2005), namely the presence of well-designed procedures for employee performance evaluation and a well-designed program for performance-related incentives (Guest, 1997;Pfeffer, 1998a) (α = 0.77). Four further items were used to capture empowering HRM practices in the subsidiary.…”

“…Importantly, social interaction and trust have a positive effect on resource exchanges across units of international firms (Tsai & Ghoshal, 1998). By building good quality relationships, practices are more easily transferred amongst units of the MNC (Kostova & Roth, 2002 (Pfeffer, 1994;Pfeffer & Veiga, 1999;Evans & Davis, 2005). This should not be seen as a globally-uniform architecture or cloned arrangement across the countries in which an MNC operates.…”

“…From a social capital perspective, intra-corporate socialization and tight coupling between units can boost internal knowledge transfer within the MNC (Gooderham, Minbaeva, & Pedersen, 2011;Gupta & Govindarajan, 2000;Minbaeva et al, 2003). In contrast to human and social capital, a third focus in the literature has been on the organization's human resource management (HRM) practices (Pfeffer, 1994(Pfeffer, , 1998a, including employment security, selective hiring, decentralization, performance-based compensation, job-related training, reduction of status differences and sharing of corporate information (Pfeffer & Veiga, 1999;Evans & Davis, 2005). These practices engender commitment in employees, reduce employee turnover and boost productivity (Huselid, 1995).…”

Conexão Social Intraorganizacional, Suporte no Trabalho e Identificação Organizacional

“…Por outro lado, a conexão social intraorganizacional se refere a um conteúdo específico das relações sociais (avaliação do papel dos contatos (alters) na inclusão do ego) limitado ao domínio das organizações de trabalho. Adicionalmente, a definição desse tipo de conexão dá conta da importância da influência dos contatos diretos com interações mais frequentes no comportamento (Evans & Davis, 2005;Granovetter, 1973;Üstüner & Iacobucci, 2012). Tal conceito vai ao encontro do crescente alerta de trabalhos que chamam atenção para a importância dos relacionamentos intraorganizacionais a fim de compreender melhor os antecedentes de emoções, atitudes, comportamentos e até de alterações fisiológicas do trabalhador (e.g., Dimotakis, Scott, & Koopman, 2011;Gersick, Bartunek, & Dutton, 2000;Heaphy & Dutton, 2008;Liao, Liu, & Loi, 2010;Ozcelik, 2013).…”