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Employees, managers and high performance work practices: a ‘win-win’ or the transformational leader’s exploitative approach to organizational performance
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posted on 2023-06-09, 14:49 authored by Chidiebere Ogbonnaya, Kevin Daniels, Sara Connolly, Marc van Veldhoven, Karina NielsenThe role of employees as a source of competitive advantage for an organization has prompted a shift in human resource management (HRM) research, from control-based workplace practices to more f lexible and participative management systems (Barling, Iverson, & Kelloway, 2003; Delery, 1998; Edwards & Wright, 2001). Central to employees’ role in driving competitive success is the concept of high performance work practices (HPWPs), a system of “innovative” HRM practices that optimize employees’ knowledge, skills, and abilities to promote organizational performance (Beltrán-Martín, Roca-Puig, Escrig-Tena, & BouLlusar, 2008). The term “innovative” as used in this context identifies HPWP as a strategy for achieving organizational growth through employee involvement in workplace decisions and enhanced management-employee collaboration (Kalmi & Kauhanen, 2008). A considerable number of studies have associated HPWP with organizational-level outcomes such as productivity (Ichniowski, Shaw, & Prennushi, 1997), profitability (Wright, Gardner, Moynihan, & Allen, 2005), and reduced employee turnover (Huselid, 1995).
History
Publication status
- Published
File Version
- Published version
Publisher
Taylor & Francis, RoutledgePage range
39-62Pages
336.0Book title
Understanding the high performance workplace: the line between motivation and abusePlace of publication
New YorkISBN
9781138801059Series
SIOP Organizational Frontiers SeriesDepartment affiliated with
- Business and Management Publications
Research groups affiliated with
- Future of Work Hub Publications
Full text available
- No
Peer reviewed?
- No
Editors
Neal M Ashkanasy, Mark J Martinko, Rebecca J Bennett,Legacy Posted Date
2018-08-28First Compliant Deposit (FCD) Date
2018-08-24Usage metrics
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