High performance work systems in emergent organizations: Implications for firm performance

Messersmith, Jake G.; Guthrie, Joanne F.

doi:10.1002/hrm.20342

Cited by 242 publications

(308 citation statements)

References 116 publications

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“…After data collection, we performed a statistical single factor test to evaluate whether common method bias was a problem in our dataset. Since there are few techniques to detect common method bias for formative scales (Booth, Park, & Glomb, 2009), we conducted Harman's one-factor test (Scott & Bruce, 1994;Podsakoff & Organ, 1986;Zhou et al, 2008;Patel & Cardon, 2010;Messersmith & Guthrie, 2010), which is commonly used to assess the existence of common method variance at item level.…”

Section: Controlling For Common Methods Biasmentioning

confidence: 99%

Knowledge workers' creativity and the role of the physical work environment

Dul

Ceylan

Jaspers

2011

Human Resource Management

263

202

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The present study examines the effect of the physical work environment on the creativity of knowledge workers, compared with the effects of creative personality and the social-organizational work environment. Based on data from 274 knowledge workers in 27 SMEs, we conclude that creative personality, the social-organizational work environment, and the physical work environment independently affect creative performance. The relative contribution of the physical work environment is smaller than that of the social-organizational work environment, and both contributions are smaller than that of creative personality. The results give support for HR practices that focus on the individual, on the social-organizational work environment, and on the physical work environment in order to enhance knowledge worker creativity.

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Section: Controlling For Common Methods Biasmentioning

confidence: 99%

Knowledge workers' creativity and the role of the physical work environment

Dul

Ceylan

Jaspers

2011

Human Resource Management

263

202

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“…Hence, turnover intention has been the key measure to assessing an organization's performance. In particular, the researchers show that employees' low turnover intention positively affects an organization's financial performance, including sales [47], profit [48], return on assets [49], and even customer service in the retail setting [26].…”

Section: Turnover Intention and Perceived Organizational Sustainabilimentioning

confidence: 99%

Ethical Climate and Job Attitude in Fashion Retail Employees’ Turnover Intention, and Perceived Organizational Sustainability Performance: A Cross-Sectional Study

Lee

Ha‐Brookshire

2017

Sustainability

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Abstract:The relationship between the fashion retail industry's working environment and the high rate of employee turnover has been highlighted as one of the key concerns for negative organizational performance in both the short and long term. This relationship creates a need to investigate the ethical climate within fashion retail businesses, employees' attitudes toward their jobs, and employees' turnover intention, as these factors can influence organizations' performance including their likelihood of achieving the triple bottom lines of sustainability. Based on social exchange and human and social capital theories, this study investigated how employees' ethical climate and turnover intention are affected by both individual-and organizational-level factors, and their impact on the triple bottom lines of organizational sustainability performance. This study empirically tested a structural model based on the survey responses from 278 U.S. fashion retail employees. The findings show that an ethical climate can enhance employees' job attitude as well as all three dimensions of organizational sustainability performance-financial, social, and environmental. Creating an ethical climate in an organization can decrease employees' turnover intention, but also employees' attitudes towards their jobs lowers their turnover intention. The study's findings reveal that not only can employees' attitudes toward their jobs impact organizational sustainability performance, but creating an ethical working environment is another important way to improve organizational sustainability performance.

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“…Despite concerns that the additional labour costs associated with using HPWPs may outweigh their productivity-enhancing benefits (Faems, Sels, de Winne and Maes 2005;Way 2002), HPWPs have been found in small businesses to raise labour productivity and reduce voluntary turnover (Deshpande and Golhar 1994;Faems et al2005;Messersmith and Guthrie 2010;Sels et al 2006;Way 2002), and to be associated with financial performance and profitability (Sels et al 2006, p. 319;Wu, Hoque and Bacon 2011). It would appear, therefore, that the positive relationship identified between HPWPs and performance in firms more generally (for reviews of the HPWP-performance literature, see: Becker and Huselid 1998;Combs, Liu, Hall and Ketchen 2006) (Curran and Blackburn 2000, p.12), and the support services offered to small businesses through the Jobcentre Plus Small Business Recruitment Service, which provides professional and financial support and advice on recruitment, pre-employment training, on-thejob training, apprenticeships and work trials.…”

Section: Introductionmentioning

confidence: 99%

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

Ning

Bacon

Hoque

2013

The International Journal of Human Resource Management

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This paper explores the extent to which the adoption of High Performance Work Practices (HPWPs) in UK small businesses with fewer than 50 employees is associated with the nature of the market in which the business operates, its business characteristics and its access to HR expertise. Drawing on data from the 2004 Workplace Employment Relations Survey, the analysis suggests that, where market-related factors are concerned, the uptake of HPWPs is higher in small businesses that require a highly-skilled workforce but is unrelated to either the degree of market competition or the presence of large dominant customers. In terms of access to HR expertise, the analysis finds greater use of HPWPs in small businesses that have contact with external sources of HR advice via membership of business advisory networks or Investors in People (IiP) recognition. However, uptake is unrelated to the presence of personnel/HR specialists. Overall, the findings suggest that rather than depicting employment practices in small businesses as the inevitable consequence of market circumstances, encouraging greater small business involvement with business advisory networks and IiP may have the potential to increase the adoption of HPWPs in the sector.

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High performance work systems in emergent organizations: Implications for firm performance

Cited by 242 publications

References 116 publications

Knowledge workers' creativity and the role of the physical work environment

Knowledge workers' creativity and the role of the physical work environment

Ethical Climate and Job Attitude in Fashion Retail Employees’ Turnover Intention, and Perceived Organizational Sustainability Performance: A Cross-Sectional Study

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

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