Ogbonnaya, Chidiebere, Daniels, Kevin, Connolly, Sara, van Veldhoven, Marc and Nielsen, Karina (2016) Employees, managers and high performance work practices: a ‘win-win’ or the transformational leader’s exploitative approach to organizational performance. In: Ashkanasy, Neal M, Bennett,, Rebecca J and Martinko, Mark J (eds.) Understanding the high performance workplace: the line between motivation and abuse. SIOP Organizational Frontiers Series . Taylor & Francis, Routledge, New York, pp. 39-62. ISBN 9781138801059

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Abstract

The 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).

Item Type:	Book Section
Schools and Departments:	School of Business, Management and Economics > Business and Management
Research Centres and Groups:	Future of Work Hub
Depositing User:	Chidiebere Ogbonnaya
Date Deposited:	28 Aug 2018 14:20
Last Modified:	28 Aug 2018 14:21
URI:	http://srodev.sussex.ac.uk/id/eprint/78318

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