On Understanding the Nature of High Performance Work Systems: an Empirical Investigation

In the Human Resource Management literature, High Performance Work Systems (HPWS) are either considered to be bundles or set of management practices, which on their own or combined may be associated with performance, or more generally, a managerial philosophy that empowers, involves and support employees thus leading to higher performance. The literature is therefore characterized by a variety of management constructs whose association with performance is then investigated. More recently, empirical studies are emerging that examine a commonly taken for granted assumption that the link with performance may be due to positive attitudinal or well-being effects. In all, the evidence is mixed not only due to the diversity of measurement constructs but also because some authors associate the HPWS with work intensification.

The nature of the HPWS is a statistical problem that is important from management’s perspective. If it is a system, it should be measured as formative scale whose indicators are the components of the system. Yet, if it is a managerial philosophy, it should be a latent variable or a reflective scale. From a practitioner’s perspective, a system is easier to fix, in the sense that missing components can be readily spotted. A philosophy, however, implies integrating managerial practices and learning.