When employee turnover rate in a company is too high, not only it will result in the increase of cost, affecting employee morale, making negative impression on customers, but also impacting corporate performance in the long run. This research uses one of the qualitative research techniques to study the human resource management practices of the four interviewed companies, trying to identify the best practices they have in common that contribute to the decline of employee turnover rate or maintain it within acceptable level. After interviewing the four companies, two in service industry and the other two in high-tech manufacture industry, this research analyzed their human resource management practices, and found five best practices they have in common that help these four companies successfully keep employee turnover rate in control. Therefore this research concluded that a company, whether it is in service industry or high-tech manufacture industry, or whether its organizational culture is more performance-oriented or rather paternalistic, by recruiting employees through diversified approaches and selecting them by their personalities, and strongly linking performance appraisal system, reward system, promotion system and training and development system together, the synergy of the best practices all together will contribute to the decline or maintain of employee turnover rate.

In the last three decades, a growing body of research has suggested that using a mix or system of human resources management (HRM) practices can lead to superior organizational performance. These practices (such as selective recruitment and hiring procedures, performance-based compensation systems, employee participation, and training and development) have been referred to as high performance work systems (HPWS) and originated from the study of strategic human resource management (SHRM), where researchers have examined the impact of these systems on organizational performance outcomes. The relationship between HRM and organizational performance has received increasing interest from scholars and practitioners in the field of public administration. Scholars strive to identify the effects of HRM practices on organizational performance based on the notion that these practices will lead to enhanced attitudinal outcomes, such as organizational commitment, job satisfaction, and motivation, which will have positive impacts on organizational performance. This study contributes to further our understanding of the impact of management on performance in public organizations through empirical evidence drawn from theories of HRM. The growing interest among scholars in understanding the effects of management on performance presumes that the adoption of best practices will lead to improvements in organizational performance. The purpose of this mixed-methods study is to examine the effects of HPWS practices on individual worker attitudes in international governmental organizations (IGOs) by reporting the results of a staff survey and follow-up interviews conducted on a cross-section of the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) employees. The UNRWA is an international relief and human development Agency with a quasi-governmental role, delivering essential public services to over five million registered Palestinian refugees. UNRWA services include education, healthcare, social services, and emergency aid. In 2006, the UNRWA began a comprehensive reform program to strengthen its management capacity. Accordingly, one of the main achievements of the reform process is the deployment of new HRM systems that included recruitment strategies, performance appraisals, training and development, and compensation and rewards systems. The underlying message of the reform process has been adopting HPWS practices, which is the object of this study. Since the 1990s, the UNRWA has become increasingly interested in policy analysis and organizational research. Especially because of recent changes in the Agency’s management style, the UNRWA has become more focused on integrating knowledge and management research into its work. Therefore, when the researcher sought permission to examine the effects of the newly adopted HPWS practices on employee attitudes, the staff and upper management were very collaborative and co-operative. Surveys and interviews were conducted with program administrators, operations directors, and field staff, representing employees from different countries with varying lengths of service as well as an extensive range of levels of education and professional backgrounds. A total of 505 questionnaires were distributed in seven service departments and a total of 234 usable responses were obtained. In addition to questionnaires, a total of 10 face-to-face interviews were conducted to explore the data obtained from questionnaires and to understand further the implications of applying HPWS practices in an IGO context. Statistical analysis of the survey data and interviews provided a representation of the effects of four bundles of HPWS adopted by the organization (independent variables), on four worker attitude measures (dependent variables). The four independent variables are the HPWS practices that are the most common and most accepted in the HRM literature: staffing and recruitment, compensation and rewards, performance appraisal, and training and development. The four dependent variables are employee commitment, job satisfaction, motivation, and intention to quit. Preliminary statistical analysis consisted of descriptive statistics for all study variables, as well as Cronbach’s alpha for measuring the internal consistency reliability coefficients for all the survey subscales to examine its internal consistency. Four research hypotheses were tested using multiple regression analyses and Pearson correlation coefficients in an attempt to estimate the net effect of each of the independent variables and understand the relationship between study variables. The bivariate relationships between the dependent and independent variables have shown that the relationships are in the anticipated directions. One of the main conclusions regarding the effects of specific HPWS practices in an IGO context is that some practices, such as training and development, outperform other practices, such as staffing and recruitment. These findings are consistent with previous research on multinational corporations operating in different national contexts, and other studies comparing the effects of HPWS in different industries. The results also indicated that HPWS practices have synergistic and complementary effects on each of the employee attitudes that exceed their individual effects. Therefore, in order to expand our understanding of the effects of HPWS on organizational performance, different variables need to be considered such as national context, industry, and other organizational factors may moderate the HRM–performance relationship. The findings of this study support previous studies in this stream of research. The qualitative data were used to verify quantitative data and provide insights that were difficult to gain from surveys alone. The qualitative data indicated that more effective implementation and administration of HPWS practices would lead to better employee outcomes. In other words, the newly announced austerity measures negatively influence perceptions towards the newly implemented HPWS, which may also have influenced employee attitude outcomes.

No

Small information technology and management consulting businesses face increasingly contradictory strategic choices as they develop products and services for the marketplace. Building contextual ambidexterity is essential to the survival of small businesses as they seek to attain a desired balance of alignment and adaptability. Human Resource Management practices facilitate the development of ambidexterity within individuals thereby facilitating ambidexterity of the organization as a whole. Studies suggest that in order for an organization to be ambidextrous, its human resource management function also needs to ambidextrous. High-performance work systems are human resource practices designed to enhance the ability, motivation, and opportunity of employees with the overarching goal of attracting, retaining, and motivating human resources toward the completion of organizational goals. Based on Gibson and Birkinshaw’s concept of organizational ambidexterity, a qualitative case study of a small technology solution provider was conducted to explore the process by which CloudCo attempted to build contextual ambidexterity by implementing a high-performance work system. Findings show that executive management of small technology solution providers can build contextual ambidexterity and sustain a competitive advantage through the implementation of high-performance work systems but must overcome a series of important tensions to do so.

No description available.

No

Sammanfattning Bakgrund: High Performance Work Systems (HPWS), kan definieras som ett system av HR praktiker med intention att skapa en miljö som ger de anställda mer ansvar och skapa större organisationsengagemang. Anställda ses och behandlas som värdefulla tillgångar. Det ökade organisationsengagemanget gör i sin tur det möjligt för organisationer att skapa och upprätthålla konkurrensfördelar för att kunna uppnå organisationens mål, de anställdas mål sätts i linje med organisationen vilket gör att alla arbetar åt samma håll. Den största anledningen till att organisationer implementerar HPWS är att öka företagets effektivitet och produktivitet. Syfte: Syftet med studien är att kartlägga anställdas arbete med individuell målsättning, erfarenhet av prestationsstyrning samt välmående på arbetsplatsen i en HPWS miljö, samt undersöka dess relationer. Metod: En kvantitativ studie utförd på data insamlad via enkäter i Teams Forms från en icke slumpmässig urvalsgrupp bestående av personer med anställning i en organisation med implementerad HPWS. Data har statistiskt analyserats i PSPP och resultaten presenteras i tabeller, figurer med tillhörande deskriptiva text. Resultat: Resultatet visar att anställda i en organisation med implementerat HPWS har en hög grad av självbestämmande, möjlighet att vara med och påverka, de värderar sitt arbete som kompetenshöjande och meningsfullt samt har en god work-life balance. Slutsats: Studies resultat gör det rimligt att anta att HPWS skapar en miljö som har positiv påverkan på den anställdas arbete med individuell målsättning, erfarenhet av prestationsstyrning samt välmående på arbetsplatsen. Resultatet visar även tendenser på skillnader mellan män och kvinnor, där kvinnornas medelvärde är något högre än männens. Baserat på den tendensen, föreslår denna studie att förslag till framtida forskning att undersöka vilka variabler som påverkar kvinnors upplevelse av HPWS positivt. Nyckelord: HPWS (High Performance Work Systems), individuell målsättning, prestationsstyrning, välmående på arbetsplatsen / Abstrakt Bakgrund: Högpresterande arbetssystem kan definieras som ett system av HR-metoder som skapar en miljö i en verksamhet som tillåter en anställd större engagemang och ansvar. Anställda ses och behandlas som värderade tillgångar. Det ökade engagemanget i verksamheten gör det möjligt att skapa och bibehålla konkurrensfördelar tack vare medarbetarnas engagemang för att hjälpa verksamheten att lyckas. Den främsta anledningen till att anta HPWS är att öka företagets effektivitet och produktivitet. Syfte: Syftet med denna studie är att kartlägga medarbetares arbete med individuell målformulering, erfarenhet från performance management och deras välbefinnande på jobbet i en HPWS-miljö, samt granska relationerna mellan de tre. Metod: En kvantitativ studie med resultat baserade på statistisk analys utförd i PSPP baserat på data som samlats in via Teams formulär frågeformulär från ett icke-slumpmässigt urval av personer som arbetar i organisationer med implementerad HPWS. Resultatet presenteras i tabeller och figurer med beskrivande text associerad. Resultat: Resultaten från denna studie visar att anställda i en organisation med implementerat HPWS har en hög grad av autonomi, stor möjlighet att påverka beslut, de värdesätter sitt arbete som meningsfullt och kompetenshöjande och har en god balans mellan arbete och privatliv. Slutsats: Resultaten från denna studie gör det rimligt att anta att HPWS skapar en miljö som har en positiv inverkan på medarbetarnas arbete med att sätta individuella mål, erfarenhet av performance management och välbefinnande i arbetet. Resultatet visar tendenser till skillnader mellan män och kvinnor, där kvinnor får högre poäng jämfört med män. Baserat på denna trend är förslaget till ytterligare studier att undersöka vilka variabler i en HPWS-miljö som har en positiv inverkan på kvinnor. Sökord: HPWS (High Performance Work Systems), individuell målsättning, performance management, välbefinnande på jobbet

High-Tech industries in Taiwan realize that employees with professional knowledge and skills are the core advantage to competition, therefore implement so call Strategic Human Resource Management(SHRM). Recently, ¡§high performance work practices(HPWPs)¡¨, one of SHRM, becomes more and more emphasized. It is one of management systems that help employees to get needed competences through commitment, involvement, and incentives and to enhance the contributions to organization. However, are employees in high performance work organization feeling well-being? The purpose of this study is to realize the relevance of these two variables, and also if mediating variables, work motivation and work-family balance, work. Literatures about HPWPs are all about the outcomes of organization, however, this study emphasizes on individual with mediating variables, work motivation and work-family balance. Questionnaires was adopted for this study and 301 valid samples are collected from individuals in high-tech industry. Through statistics analysis, the main results are as below: 1. HPWPs separately have partial positive effect on work motivation, work-family balance, and well-being. 2. HPWPs have positive effect on work motivation and this work motivation mediates the effect of HPWPs on well-being. 3. the positive effect of HPWPs on well-being is mediated by work-family balance.

Talented people are the key factor for enterprises to maintain their competitive advantage. Since 1980s, due to the changes of internal and external environments, reorganization and simplification have become the patterns of organizations, which indicating promotion possibility in an organization has been relatively reduced. These generate the feeling of development limitation within employees and result in the phenomenon of career plateau. However, high performance work system is regarded as a set of management system in human resources field , and it includes most types of best management practices. Therefore, this study attempts to explore antecedents and consequences of variable of the career plateau, including a negative correlation between high performance work system and career plateau as well as the impact of the career plateau on role performance and turnover intention, and whether the perceived supervisor support will be an interference effect. In this study, pairing questionnaires are offered to executives and organizational members 47 effective matching samples are received. Hierarchical linear model is used in this study to verify the hypothesis. The results show: 1. Career plateau is negatively associated with role performance; 2. Career plateau is positively associated with the turnover intention; 3. The effect of perceived supervisor support can interfere with both career plateau and turnover intention. The findings of this study indicate: 1. Organizations should establish career planning and development for employees in order to reduce the adverse effects of career plateau; 2. Organizations should find a method to increase employees¡¦ perceived of supervisor support in order to reduce the negative effects of career plateau; 3. High performance work system is a systematic system. It should be assessed in depth regarding the way of solving the career plateau. Finally, suggestions for future research and the limitation of this study are also discussed. Keywords: career plateau, high performance work system, role performance, turnover intention, perceived supervisor support

In the times of globalization, informationization, rapid changing knowledge economy, corporate are facing intensive challenges. Management team knows that they should not only focus on competitive landscape but also enhance human capital in order to strengthen competitiveness and rejuvenate the organization. Accordingly, employees are motivated by every kind of intentions. They regard the degree of support of their work in the organization, the more they satisfy, the more they feel interested with the job, which might commit themselves to meet the organization¡¦s goal and be proud to be one of the whole team. This research is to test if employee perceived organizational support has an mediating effect to high performance work systems and employee¡¦s job change intention. This study collects data along with a 2- phase questionnaire, which were filled out by first-line servicing employee, with a total of 260 valid samples. In phase I analyzed high performance work system measurement result, phase II started 2 weeks after phase I questionnaire in order to prevent common method variance, which collected perceived organizational support and employee¡¦s job change intention. In this study, the result shows that high performance work systems have a significant impact on employee perceived organizational support, and have the negative impact on employee¡¦s job change intention. Moreover, employee perceived organizational support has a negative impact on employee¡¦s job change intention while it has the mediating effect between high performance work systems and job change intention. Keywords¡GHigh Performance Work Systems, Employee Perceived Organizational Support, Employee's Job change intention