The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes Joseph Viorge-Koide

Introduction 1065 employees within 150 work units in 73 different organizations Line Managers and Employees Surveyed 0.49 Correlations Consistency between line manager and employee responses Measured on a five point scale The data collected was based on 1065 employees within 150 work units in 73 different organizations. The sample consisted of line managers (60% male) and employees (60% female). Participants were instructed to rate on a scale from 1-5 strongly agree to strongly disagree on if their work unit used each of the 26 HPWS items focused around organizational commitment, job strain. Using questions such as, “I feel that the organization’s problems are my own” and “I feel it difficult to relax at the end of the day”. The control variables used in this study included, gender, tenure, education and work unit size.

Determining Data High-Performance Involvement System/High-Performance Work Systems Surveyed regarding the HR attributes: Well-Being Performance Determine the relationship between HR attributes with happiness and health related outcomes; involving organizational commitment and job strain.

Tested Hypotheses

From these

Results of HPWS HR Well-Being Attributes HR Performance Attributes Positively related with employee commitment. Negatively related to job strain. HR Performance Attributes Positively related to increased job strain. Insignificantly related to employee commitment.

Take Home Message Continuous job strain on employee can lead to later employee health risk and increased costs for businesses (Medical Coverage costs and Absenteeism). Implement new regular developmental programs, rather than incorporate these HPWS only when maximizing performance is necessary. Clear communication: Effectively inform employees of the intended goals of the HPWS, to prevent false assumptions. Provide programs for employee to destress and maintain good regular health.

WALKING THE TIGHTROPE: AN ASSESSMENT OF THE RELATIONSHIP BETWEEN HIGH-PERFORMANCE WORK SYSTEMS AND ORGANIZATIONAL AMBIDEXTERITY Idalia Campos

Key Terms High-Performance Work Systems (HPWS) Organizational Ambidexterity (OA) Alignment and Adaptability Discipline Stretch HPWS are still a topic of ongoing research, but can be described as “a system of horizontally and vertically aligned employment practices designed to affect both the ability and the motivation of employees.” When OA is achieved, it can be said that the organization has successfully and efficiently taken advantage of existing market opportunities while also creating and innovating to plan for changes in the future. In order for an organization to be considered ambidextrous, it must align with its own strategic goals, while also adapting to the changing markets. (Must be able to exploit current conditions and explore new ideas in order to remain competitive in today’s rapidly changing world) Discipline in the workplace is seen as “having clear performance standards and expectations, swift and open feedback systems, and consistency in how employees are managed. Stretch is the last key term and it occurs when employees are given goals that “raise the bar” regarding previous performance targets.

Focus This study focuses on connections between a firm’s High-Performance Work System Its ability to demonstrate “Organizational Ambidexterity “

Method Utilized a directory as the sampling frame, which included: Public and private technology firms Domestic and foreign-owned Firm name, location, top management, sales & employee information Data collected: High-performance HR practices Ambidexterity was measured by assessing exploration and exploitation Firm age, size, and growth (average of sales and employee growth)

Results Direct effects Mediated (indirect) effects Indicated by HPWS has a direct effect on firm growth Mediated (indirect) effects Practices that form an HPWS help develop the flexibility necessary for OA, which is also linked to firm growth

Take Home Message Firms should outsource staffing activities in order to shift their focus towards: Exploitation Exploration Implement practices that strengthen support and trust by: Providing resources and autonomy Equity and career growth Create an environment that is: Strategically aligned for success Adaptable to changing demands In order to save time, firm’s should outsource their staffing activities so that the time saved can be spent maximizing efficiency by carefully matching individuals to jobs and training employees.

Group Take Home Message Trust and support from employers Employees tend to react positively when given extra tasks reducing job strain when they perceive the manager is developing them for topics such as wellbeing. Employers should provide employees with meaningful work and advancement opportunities in order to keep the employees’ efficiency at a maximum.

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