YÜKSEK PERFORMANSLI İŞ SİSTEMLERİNİN UYGULANMASI UYGULANMASI VE SÜRDÜRÜLEBİLİRLİĞİ: LİTERATÜR İNCELEMESİ

Yıl 2023, , 141 - 160, 21.06.2023

Burak Nedim Aktaş

https://doi.org/10.14514/beykozad.1250878

Cited By: 1

Öz

Bu araştırma, yüksek performanslı iş sistemlerinin (YPİS) uygulanması ve uzun vadeli sürdürülebilirliğini
incelemektedir. Literatür incelemesine dayanan ve önceki çalışmaların ışığında hazırlanan çalışma, YPİS bakış
açısından, işletmelerde, liderlik, örgüt kültürü, sürekli iyileştirme, çalışan katılımı ve sürdürülebilirlik dâhil olmak
üzere birden çok faktörü dikkate almanın önemini vurgulamaktadır. Ayrıca, örgütlerin YPİS’i sürdürebilmede
karşılaştıkları zorlukları ve bu zorluklara uzun vadede nasıl çözüm üretilebileceğini ele almaktadır. Çalışma,
YPİS’in uygulanması ve sürdürebilirliği açısından farklı bir perspektif sunmaktadır. Ancak, YPİS’in örgütlerde
uzun dönemli sürdürülebilirliğinin anlaşılabilmesi adına daha fazla çalışmaya ihtiyaç olduğu söylenebilmektedir.
Yapılan literatür incelemesi sonucunda, çalışmaların büyük çoğunluğunun büyük ölçekli firmalar bağlamında
yürütüldüğü, farklı ölçek ve sektörlerde konunun ele alınmasının önemi vurgulanmalıdır.

Anahtar Kelimeler

Yüksek Performanslı İş Sistemleri, YPİS, YPİS Sürdürülebilirliği, YPİS Uygulanması, İnsan Kaynakları Yönetimi.

THE IMPLEMENTATION AND LONG-TERM SUSTAINABILITY OF HIGH-PERFORMANCE WORK SYSTEMS: A LITERATURE REVIEW

Öz

The implementation and long-term sustainability of high-performance work systems (HPWS) are both examined in this review of the literature. The review emphasizes the value of taking multiple factors into account, including leadership, organizational culture, continuous improvement, employee engagement, and sustainability from HPWS's point of view. In addition, it examines the difficulties organizations face in preserving HPWS over time and how these difficulties can be solved for long-term viability. Researchers interested in understanding the implementation and upkeep of these systems as well as managers and practitioners seeking to implement HPWS in their organizations may find the review to be a valuable resource. More studies are required to improve the comprehension of the long-term sustainability of HPWS since there has not been much research conducted in this area. Moreover, it has been noted from the review that the majority of the studies have been carried out in the context of large organizations, and more research is required to examine the long-term sustainability of HPWS in various business sectors.

Anahtar Kelimeler

High-Performance Work Systems, HPWS, Sustainability of HPWS, Implementation of HPWS, Challenges of HPWS, Human Resources Management.

Kaynakça

• Afonso, D. D., Domínguez, L. R., & Núñezb, C. B. (2023). It’s worth it! High performance work systems for employee job satisfaction: The mediational role of burnout. International Journal of Hospitality Management, 108, 1-13.
• Afonso, D. D., Rosa, M. G., Rodríguez, F. J., & Domínguez, L. R. (2021). Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction. Sustainability, 13(6), 3226.
• Alafeshat, R., & Tanova, C. (2019). Servant Leadership Style and High-Performance Work System Practices: Pathway to a Sustainable Jordanian Airline Industry. Sustainability, 11, 1-21.
• Al-Ajlouni, M. I. (2021). Can high-performance work systems (HPWS) promote organisational innovation? Employee perspective-taking, engagement and creativity in a moderated mediation model. Employee Relations, 43(2), 373-397.
• Alnoaimi, M., & Almahamid, S. (2020). The Missing link between High Performance Work System and product Innovation: a Systematic Review. Arab Gulf Journal of Scientific Research, 37(2), 1-10.
• Appelbaum, E., & Batt, R. (1993). High-Performance Work Systems: American Models of Workplace Transformation. Washington DC: Economic Policy Institution.
• Appelbaum, E., Gittell, J. H., & Leana, C. (2011). High-Performance Work Practices and Sustainable Economic Growth. Washington, DC : The Center for Economic and Policy Research.
• Arefin, M. S., Raquib, M., & Arif, I. (2015). The relationships between high-performance work systems and proactive behaviors: The mediating role of perceived organizational support. European Scientific Journal,, 11(2), 312–325.
• Arefin, S., Alam, S., Islam, R., & Rahaman, M. (2019). High-performance work systems and job engagement: The mediating role of psychological empowerment. Cogent Business & Management, 6(1).
• Arthur, J. B., Herdman, A. O., & Yang, J. (2016). How Top Management HR Beliefs and Values Affect High-Performance Work System Adoption and Implementation Effectiveness. 2014, 55(3), 413-435.
• Babic, A., Stinglhamber, F., & Hansez, I. (2019). High-Performance Work Systems and Well-Being: Mediating Role of Work-to-Family Interface. Psychologica Belgica, 301-320 59(1):.
• Becker, B. E., & Huselid, M. A. (1998). High Performance Work Systems and Firm Performance: A Synthesis Of Research And Managerial Implications.
• Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of management journal, 39(4), 779-801.
• Benson, G. S., Kimmel, M., & Lawler III, E. E. (2014). Adoption of Employee Involvement Practices: Organizational Change Issues and Insights. In Research in Organizational Change and Development, 21, 233-257.
• Bowen, D. E., & Lawler, E. E. (1992). Total quality-oriented human resources management. Organizational Dynamics, 20(4),, 20(4), 29–41.
• Boxall, P., & Macky, K. (2007). High-performance work systems and organisational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, 45(3), 261-270.
• Bryson, A., Forth, J., & Kirby, S. (2005). High-Involvement Management Practices, Trade Union Representation and Workplace Performance in Britain . Wiley-Blackwell: Scottish Journal of Political Economy, 52, 451-491.
• Cao, M., Zhao, Y., & Zhao, S. (2020). Facilitating the Implementation Process of High-Performance Work Systems: The Role of Authentic Leadership. Frontiers in Psychology, 11, 1-12.
• Chang, P.-C., Wu, T., & Liu, C.-L. (2018). Do High-Performance Work Systems Really Satisfy Employees? Evidence from China. Sustainability, 10(10), 3360.
• Chiang, F. F., Birtch, T. A., Cai, Z., & Lam, Y. B. (2015). Continuous Improvement: The Influence of HPWS, Work Climate, and Collectivism. Academy of Management Proceedings.
• Chillakuri, B., & Vanka, S. (2020). Examining the effects of workplace well-being and high-performance work systems on health harm: a Sustainable HRM perspective. Society and Business Review, 16(1), 1746-5680.
• Coldwell, C., & Floyd, L. (2014). High Performance Work Systems: Building Commitment to Increase Profitability. Graziadio Business Review, 17(3), 1-11.
• Covey, S. R. (2004). The 8th Habit: From Effectiveness to Greatness. New York: Free Press.
• Çakmak, B. Y., Yiğit, B. (2022). Türkiye’de Yüksek Performanslı Çalışma Sistemleri (YPÇS): Sistematik Literatür Analizi, Uluslararası Ekonomi, İşletme ve Politika Dergisi, 6 (1), 1-22.
• Do, H., & Shipton, H. (2019). High-performance work systems and innovation in Vietnamese small firms. International Small Business Journal, 37(7), 732–753.
• Edgar, F., Zhang, J. A., & Blaker, N. M. (2021). The HPWS and AMO: a dynamic study of system- and Individual-level effects. International Journal of Manpower, 794-809.
• Ehnert, I. (2006). Sustainability Issues in Human in Human Resource Management: Linkages, theoretical approaches, and outlines for an emerging field. Paper prepared for 21st EIASM SHRM Workshop.
• Evans, W. R., & Davis, W. D. (2005). High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure. Journal of Management, 31(5), 758-775.
• Fan, X., Liu, Y., & Zou, X. (2018). Where there is light, there is dark: a dual process model of high-performance work systems in the eyes of employees. Frontiers of Business Research in China, 12(21), 1-18.
• Fareed, M., Isa, M. F., & Noor, W. S. (2016). Human Resource Professionals’ Effectiveness, Organizational Culture and High Performance Work System Link: Evidence from Pakistan. International Review of Management and Marketing, 6(7), 335-344.
• Fu, N., Flood, P. C., Bosak, J., Rousseau, D. M., Morris, T., & O'Regan, P. (2015). High Performance Work Systems in Professional Service Firms: Examining the HPWS-Resources-Uses-Performance Linking Mechanisms. Human Resource Management, 1-24.
• Gahan, P., Theilacker, M., Adamovic, M., Choi, D., Harley, B., Healy, J., & Olsen, J. E. (2021). Between fit and flexibility? The benefits of high-performance work practices and leadership capability for innovation outcomes. Human Resource Management, 31(2), 414-437.
• Gemici, E., & Zehir, C. (2021). High-performance work systems, learning orientation and innovativeness: the antecedent role of environmental turbulence. European Journal of Innovation Management, (26)2, 475-503.
• Godard, J. (2001). High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work. Industrial and Labor Relations Review, 54(4), 776–805.
• Gollan, P. J. (2005). High involvement management and human resource sustainability: The challenges and opportunities. Asia Pacific Journal of Human Resources, 43(1), 18-33.
• Gong, Y., Law, K. S., Chang, S., & Xin, K. R. (2009). Human resources management and firm performance: The differential role of managerial affective and continuance commitment. Journal of Applied Psychology, 94(1), 263–275.
• Gulzar, S., Moon, M. A., Attiq, S., & Azam, R. I. (2014). The Darker Side of High Performance Work Systems: Examining Employee Psychological Outcomes and Counterproductive Work Behavior. Pakistan Journal of Commerce and Social Sciences, 8(3), 715-732.
• Guthrie, J. P. (2001). High-Involvement Work Practices, Turnover, And Productivity Evidence from New Zealand. Academy of Management Journal, 44(1), 180-190.
• Han, J. H., Liao, H., Taylor, M. S., & Kim, S. (2018). Effects of high-performance work systems on transformational leadership and team performance: Investigating the moderating roles of organizational orientations. Human Resource Management, 57(5), 1065-1082.
• Harley, B., Sargent, L., & Allen, B. (2011). Employee responses to ‘high performance work system’ practices: an empirical test of the disciplined worker thesis. Work, Employment and Society, 24(4), 740–760.
• Hartog, D. N., & Verburg, R. M. (2004). High performance work systems, organisational culture and firm effectiveness. Human Resource Management Journal, 14(1), 55-78.
• Hassett, M. P. (2022). The Effect of Access to Training and Development Opportunities, on Rates of Work Engagement, Within the U.S. Federal Workforce. Public Personnel Management, 51(3), 1–17.
• Heffernan, M., & Dundon, T. (2016). Cross-level effects of high-performance work systems (HPWS) and employee well-being: the mediating effect of organisational justice. Human Resource Management Journal, 26(2), 211-231.
• Hu, B., Hou, Z., Mak, M. C., Xu, S. L., Yang, X., Hu, T., . . . Wen, Y. (2019). Work engagement, tenure, and external opportunities moderate perceived high-performance work systems and affective commitment. Social Behavior and Personality: an international journal, 47(5), 1-16.
• Huang, L. C., Ahlstrom, D., Lee, A., Chen, S. Y., & Hsieh, M. J. (2016). High performance work systems, employee well-being, and job involvement: an empirical study. Personnel Review, 45, 296-314.
• Huselid, M. A. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management Journal, 38(3), 635–872.
• Huselid, M. A., & Becker, B. E. (1995). The Strategic Impact of High Performance Work Systems.
• Imran, R., Shabbir, M. S., & Mahmood, A. (2020). High Performance Work System: An Important Link Between Transformational Leadership and Job Performance. Polish Journal of Management Studies, 22(1), 217-230.
• Jain, A. (2010). Business Excellence Through Integration of TQM and HRM. International Journal of Enterprise and Innovation Management Studies, 3(1), 1-9.
• Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-Performance Work Systems and Job Control: Consequences for Anxiety Role Overload, and Turnover Intentions. Journal of Management, 39(6), 1699-1724.
• Jeong, D. Y., & Choi, M. (2016). The impact of high-performance work systems on firm performance: The moderating effects of the human resource function’s influence. Journal of Management & Organization, 22(3), 328 - 348.
• Jewell, D. O., Jewell, F. S., & Kaufman, B. E. (2022). Designing and implementing high-performance work systems: Insights from consulting practice for academic researchers. Human Resource Management Review, 32(1), 1-16.
• Jian, H., Sun, J., & Wang, H. (2019, October 15). Do High-Performance Work Systems Generate Negative Effects? www.ceibs.edu: https://www.ceibs.edu/new-papers-columns/do-high-performance-work-systems-generate-negative-effects adresinden alındı
• Jiandong, S., Fan, X., & Haitian, L. (2022). How do high-performance work systems affect work fatigue: The mediating effect of job responsibility and role overload. PLoS One, 17(7), 1-12.
• Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How Does Human Resource Management Influence Organizational Outcomes? A Meta-Analytic Investigation of Mediating Mechanisms. Academy of Management Journal, 55(6), 1264–1294.
• Kaushik, D., & Mukherjee, U. (2022). High-performance work system: a systematic review of literature. International Journal of Organizational Analysis, 30(6), 1624-1643.
• Kintana, M. L., Alonso, A. U., & Olaverri, C. G. (2006). High-performance work systems and firms' operational performance: the moderating role of technology. The International Journal of Human Resource Management, 17(1), 70-85.
• Kling, J. (1995, May). High performonce work systems and firm performance. Monthly Labor Review, 29-36.
• Kroon, B., Voorde, K., & Veldhove, M. V. (2009). Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared. Personnel Review, 38(5), 509-525.
• Lapiņa, I., Maurāne, G., & Stariņeca, O. (2013). Holistic Human Resource Management Model towards Sustainable and Sophisticated Business. Proceedings of the 17th World Multi-Conference on Systemics, Cybernetics and Informatics, 2, 31-36.
• Lee, G., Lee, M., & Sohn, Y. (2017). High-Performance Work Systems and Firm Performance: Moderating Effects of Organizational Communication. The Journal of Applied Business Research, 33(5), 951-962.
• Lloyd, R., & Aho, W. (2021). The History of Human Resources in the United States: A Primer on Modern Practice. Management Open Educational Resources, 2.
• Macduffie, J. P. (1995). Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in The World Auto Industry. Industrial and Labor Relations Review, 48(2), 197-221.
• MacKenzie, R. (2015). The Effect of Trade Unions on High Performance Work Systems (HPWS): Does industrial Relations Climate Matter? Business.
• Marathe, G., & Pathak, K. G. (2013). Identification of Multiple Theoretical Linkages for High Performance Work System: A Literature Review. Management and Labour Studies, 38((1&2) ), 39–52.
• Mariappanadar, S., & Kramar, R. (2014). Sustainable HRM : The synthesis effect of high performance work systems on organisational performance and employee harm. Asia-Pacific Journal of Business Administration, 6(3), 206-224.
• Mattersah, M. (2019). The Relationship Between High-Performance Work System (HPWS) Practices, Motivation and Employee Performance among Support Staff at Public Universities in Sabah. Malaysian Journal of Business and Economics, 6(1), 19.
• Mazzei, M. J., Flynn, C. B., & Haynie, J. J. (2016). Moving beyond initial success: Promoting innovation in small businesses through high-performance work practices. Business Horizons, 59(1), 51–60.
• Mehta, N. N., Pestonjee, D. M., & Khan, S. M. (2018). Impact of High Performance Work Systems on Innovation and firm’s performance. Sustainable Development of Human Capital, 51-70.
• Michael, W., & Alex, B. (2019). The Impact of High-Performance Work Systems on Employees: A Sectoral Comparison. IZA Discussion Papers, No. 12527 Institute of Labor Economics (IZA).
• Min, M., Zhu, Y., & Bambacas, M. (2018). Implementing HPWS among the indigenous companies in China: Analysing from both managers’and employees’ perspectives. Journal of General Management, 43(4), 175–187.
• Mushtaq, N., Saleem, S., & Bakhtawar, A. (2022). Exploring the Relationship between High-Performance Work Systems, Employee Commitment, and Firm Performance: A Multi Mediation Model. Pakistan Social Sciences Review, 6(2), 262-282.
• Oliveira, L. B., & Aguiar da Silva, F. F. (2015). The Effects of High Performance Work Systems and Leader-Member Exchange Quality on Employee Engagement: Evidence from a Brazilian Non-Profit Organization. Procedia Computer Science, 55, 1023-1030.
• Özçelik, G., Aybas, M., & Uyargil, C. (2016). High Performance Work Systems and Organizational Values: Resource-based View Considerations. Procedia - Social and Behavioral Sciences, 235, 332-341.
• Pak, J. (2015). Effects of Team Manager Visibility in Implementation of High Performance Work Systems on Performance. Academy of Management Proceedings, 1.
• Pak, J., Hyeok, C. G., & Huikun, C. (2017). Do high performance work systems improve individual outcomes? Differential effects of HR practices. Academy of Management Proceedings.
• Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, Á. R. (2019). Do SHRM and HPWS shape employees’ affective commitment and empowerment? Evidence-based HRM, 7(3), 300-324.
• Park, M. (2020). Mediating Effect of Psychological Empowerment on the Causal Relationship between High-Performance Work System and Organizational Citizenship Behavior in Social Welfare Organizations. International Journal of Advanced Culture Technology, 8(1), 152-156.
• Peprah, E. O. (2020). The Impact of High-Performance Work Systems on Employee Engagement: The Moderating Role of Organizational Justice. Business Excellence and Management, 10(4), 5-22.
• Pichler, S., Varma, A., Yu, A., Beenen, G., & Davoudpour, S. (2014). High performance work systems, cultures and gender demography. Employee Relations, 36(6), 693-707.
• Posthuma, R. A., Campion, M. C., & Masimova, M. C. (2013). A High Performance Work Practices Taxonomy: Integrating the Literature and Directing Future Research. Journal of Management, 39, 1184-1220.
• Rabia, I., & Afsheen, F. (2015). Achieving Service Performance Through High Performance Work System: Psychological Empowerment as Mediator. Advanced Science Letters, 21(5), 1173-1175.
• Ramsay, H., Scholarios, D., & Harley, B. (2000). Employees and high performance work systems: Testing inside the black box. British Journal of Industrial Relations, 41, 501–531.
• Riaz, A., Shahid, M., & Ali, Q. (2021). A Moderated Mediation Model of Empowering Leadership and Employees’ Innovative Work Behavior. Journal of Management and Research, 8(2), 252-274.
• Riaz, S., Townsend, K., & Woods, P. (2021). Understanding HRM philosophy for HPWS and employees' perceptions. Personnel Review, 50(3), 812-828.
• Ruiz, E., Sanchez de Pablo, J. D., & Castellanos, R. M. (2019). Do high performance work systems enhance business performance? Examining the mediating influence of total quality management. Zbornik Radova Ekonomskog Fakulteta u Rijeci / Proceedings of Rijeka School of Economics, 37(1), 235-258.
• Saini, D. S. (2015). Emerging Strategic Human Resource Themes for Sustainable High Performance Work Systems. 3rd HR Dialogue, 3(1), 1-26.
• Sarwar, S., Shafique, O., Abbas, M., & Al-Ghazali, B. M. (2020). High Performance Work Systems (HPWSs) And HR Outcomes: A Sustainable Solution for Higher Education. International Journal of Management, 11(7), 675-694.
• Shih, H. A., Chiang, Y. H., & Hsu, C. C. (2010). High involvement work system, work–family conflict, and expatriate performance – examining Taiwanese expatriates in China. The International Journal of Human Resource Management, 21(11), 2013-2030.
• Sienknecht, R. T., & Van Aken, E. M. (2002). A high performance work system: definitions, concepts, and practices. PICMET '99: Portland International Conference on Management of Engineering and Technology. Proceedings Vol-1: Book of Summaries, 1, 215.
• Snape, E., & Redman, T. (2010). HRM practices, organizational citizenship behavior, and performance: a multilevel analysis. Journal of Management Studies, 47, 1219–1247.
• Snell, S. A., & Morris, S. S. (2018). Managing Human Resources. USA, Boston: Cengage Learning.
• Stefano, F. D., Bagdadli, S., & Camuffo, A. (2018). The HR role in corporate social responsibility and sustainability: A boundary-shifting literature review. Human Resource Management, 57(2), 549-566.
• Suchitra, P., Sasmita, M., & Padma, C. M. (2019). High performance work system, firm performance and employee outcomes: a review. Revista ESPACIOS, 40(42), 29.
• Sun, Y., & Mamman, A. (2022). Adoption of high-performance work systems in small and medium-sized enterprises. Asia Pacific Journal of Human Resources, 60(3), 479-509.
• Suryaningtyas, D., & Irawanto, D. (2019). Exploring High-Performance Work Systems for Sustainability in the Hotel Industry. Proceedings of the 1st Sampoerna University-AFBE International Conference (s. 1-6). Jakarta Indonesia: SU-AFBE.
• Tannenbaum, S. I., & Dupuree-Bruno, L. M. (1994). The Relationship between Organizational and Environmental Factors and the Use of Innovative Human Resource Practices. Group & Organization Management, 19(2), 171-202.
• Varma, A., Beatty, R. W., Schneier, C. E., & Ulrich, D. O. (1999). High Performance Work Systems: Exciting Discovery or Passing Fad? Human Resource Planning, 26-37.
• Weller, I., Süß, J., Evanschitzky, H., & Wangenheim, F. (2020). Transformational Leadership, High-Performance Work System Consensus, and Customer Satisfaction. Journal of Management, 46(8), 1469-1497.
• Xi, M., He, W., Fehr, R., & Zhao, S. (2022). Feeling anxious and abusing low performers: A multilevel model of high performance work systems and abusive supervision. Journal of Organizational Behavior, 43, 91–111.
• Young, S., Bartram, T., Stanton, P., & Leggat, S. (2008). High Performance Work Systems and Employee well-being: The effects of Social Identification. Australian and New Zealand Academy of Management.
• Yufang, H., Zhenzhong, M., & Yong, M. (2017). High-performance work systems and employee engagement: Empirical evidence from China. Asia Pacific Journal of Human Resources, 56(3), 341-359.
• Zhang, J., Akhtar, M. N., Bal, P. M., Zhang, Y., & Talat, U. (2018). How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective. Frontiers in Psychology, 9, 1-13.
• Zhang, M., Zhu, C. J., Dowling, P. J., & Bartram, T. (2013). Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees. The International Journal of Human Resource Management, 24(16), 3196-3212.
• Zhou, Y., Fan, X., & Son, J. (2019). How and when matter: Exploring the interaction effects of high-performance work systems, employee participation, and human capital on organizational innovation. Human Resources Management, 58(3), 253-268.
• Zhu, C., Liu, A., & Chen, G. (2018). High performance work systems and corporate performance: the influence of entrepreneurial orientation and organizational learning. Frontiers of Business Research in China, 12(4), 2-22.