How Top Management HR Beliefs and Values Affect High‐Performance Work System Adoption and Implementation Effectiveness

Arthur, Jeffrey B.; Herdman, Andrew O.; Yang, Jaewan

doi:10.1002/hrm.21672

Cited by 58 publications

(63 citation statements)

References 79 publications

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“…Finally, three studies investigated employee perceptions of HRM as an outcome variable. These studies investigated different types of antecedents in their research, namely the level of top-management HR cause-effect beliefs (Arthur et al, 2016), institutions (Garcia-Cabrera et al, 2018), and changes in financial performance and customer satisfaction (Piening et al, 2013). It should be noted that the study of Piening et al (2013) included employee perceptions of HRM as an antecedent, mediator, and outcome and is therefore included in all three categories.…”

Section: Resultsmentioning

confidence: 99%

The employee perspective on HR practices: A systematic literature review, integration and outlook

Beurden

Voorde

Veldhoven

2020

The International Journal of Human Resource Management

100

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With the growing number of studies investigating employee perceptions of HR practices, the field of SHRM is challenged with monitoring how cumulative insights develop. This paper presents a systematic review on employee perceptions of HR practices in terms of 1) how they are examined (as an antecedent, mediator, or outcome), 2) the theoretical perspectives that explain this construct, and 3) the type of conceptualizations of employee perceptions of HRM that have been used in the extant SHRM research. The findings illustrate how scattered current approaches are in terms of how employee perceptions of HRM have been examined. In addition, a range of theoretical frameworks that advocate and support the employee perspective on HRM have been used, showing that a single perspective on employee perceptions of HRM seems infeasible. Finally, a variety of descriptive and evaluative conceptualizations have been used. Recommendations and avenues for future research to gain a more comprehensive understanding of employee perceptions of HRM are provided.

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Section: Resultsmentioning

confidence: 99%

The employee perspective on HR practices: A systematic literature review, integration and outlook

Beurden

Voorde

Veldhoven

2020

The International Journal of Human Resource Management

100

View full text Add to dashboard Cite

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“…These HR systems are often called HPWSs, high involvement work systems, or high commitment work systems [26,27]. The positive association between HPWSs and organizational performance has appeared in many previous SHRM studies (e.g., [1][2][3]28]).…”

Section: The Effects Of Hpwss On Innovation and Hr Practices Implemenmentioning

confidence: 99%

Implementing Sustainable Human Resources Practices: Leadership Style Matters

Yang

Lew

2020

Sustainability

Self Cite

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Findings of a positive relationship between high-performance work systems (HPWSs) and organizational performance indicate that an investment in a set of well-configured HR practices can promote strategic organizational goals. However, recent strategic human resource management (SHRM) research indicates that the positive link between HPWSs and performance might not hold universally across organizations because of poor implementation of the adopted HR systems. Drawing on leadership literature, we address this implementation problem by focusing on the moderating effect of frontline managers' three leadership styles on the association between HPWSs and employees' perceived support for innovation. Data collected in mainland China (429 employees on 66 work teams in 14 firms) showed that some leadership styles had significant moderating effects on that association and, subsequently, on team effectiveness. The findings contribute to the SHRM literature by demonstrating the importance of frontline managers' leadership styles in the effective implementation of HPWSs to promote organizational innovation and team effectiveness.

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“…However, empirical research linking TMT members' values and beliefs and the use of high performance work systems has been quite limited. As noted by Arthur et al (2016), their study appears to be the first study to apply the upper echelons perspective to the study of high performance work systems.…”

Section: Identifying the Missing Link In The Literaturementioning

confidence: 99%

“…Returning to the HRM -firm performance link, Arthur et al (2016) found that top managers' values and beliefs about the extent to which investments in high performance work systems will lead to improved firm performance will impact on adoption of these systems, as well as on their effective implementation in an organisation. However, empirical research linking TMT members' values and beliefs and the use of high performance work systems has been quite limited.…”

Section: Identifying the Missing Link In The Literaturementioning

confidence: 99%

“…In addressing these questions, it has been noted that from the RBV perspective individual HR practices have limited ability to generate competitive advantage in isolation: to have a synergistic impact on firm performance, particular HR practices need to be used in bundles (Darwish, 2013). Here, the literature makes a conceptual distinction between a group of HR practices and a coherent system of HR practices such as a high performance work system (HPWS) (Appelbaum et al, 2000;Huselid, 1995;Boselie et al, 2005;Posthuma et al, 2013;Kaufman, 2015a;Arthur et al, 2016;Shin and Konrad, 2017). A recent meta-analysis of longitudinal studies found that a positive association between HR practices and firm performance exists when practices are combined as high performance work practices (Saridakis et al, 2017).…”

Section: Designing Hr Practicesmentioning

confidence: 99%

See 1 more Smart Citation

An integrative approach to HRM–firm performance relationship: a missing link to corporate governance

Petrović¹,

Saridakis

Johnstone

2018

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Purpose The purpose of this paper is to contribute to ongoing debates regarding the human resource management (HRM)-firm performance relationship. In seeking to provide a more complete picture of the relationship, the paper discusses the existing literature and proposes an integrative framework that draws upon different literatures and multiple theoretical perspectives. Design/methodology/approach This review includes nearly 100 research studies published in this field. The review includes papers published in mainstream HRM journals and broader management journals with strong ties to HRM literature. Importantly, the paper also identifies a gap – a missing link – that concerns the importance of incorporating insights from corporate governance (CG) literature when considering strategic HR decision-making. Findings A significant contribution of this paper to theory is to propose an integrative framework that conceptualises the elusive relationship between HRM and firm performance, and which draws on different literatures and multiple theoretical perspectives in to offer more holistic insights into the relationship. The paper discusses the implications of the integrative perspective for theory and practice. Originality value This paper argues that one of the main stumbling blocks for developing a better understanding of the mechanisms through which HRM creates value in an organisation is the fragmentation of the HRM literature between “HR as practices” and “HR as the department/profession”, as well as a tendency to neglect insights from the CG literature.

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How Top Management HR Beliefs and Values Affect High‐Performance Work System Adoption and Implementation Effectiveness

Cited by 58 publications

References 79 publications

The employee perspective on HR practices: A systematic literature review, integration and outlook

The employee perspective on HR practices: A systematic literature review, integration and outlook

Implementing Sustainable Human Resources Practices: Leadership Style Matters

An integrative approach to HRM–firm performance relationship: a missing link to corporate governance

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