Kształtowanie strategii zarządzania zasobami ludzkimi w wysoce efektywnych systemach pracy

• Autorzy: Gojny-Zbierowska M.

Warianty tytułu

EN

Shaping hrm strategy in high performance work systems

• Języki publikacji: PL

Abstrakty

PL

Ostatnie dekady badań przyniosły liczne dowody na to, że wysoce efektywne systemy pracy (High Performance Work System, HPWS) mogą być kluczowym czynnikiem decydującym o wzroście organizacji i jej efektywności. Model HPWS wynika z menedżerskiej perspektywy nastawionej na zwiększenie efektywności poprzez transformację relacji pracodawca-pracownik w partnerski układ, w ramach wspólnej realizacji celów organizacji. Do osiągnięcia takiej relacji niezbędne jest zastosowanie narzędzi z zakresu zarządzania zasobami ludzkimi na podstawie strategii zarządzania zasobami ludzkimi. Celem niniejszego artykułu jest zaprezentowanie praktyk zarządzania zasobami ludzkimi charakterystycznych dla modelu HPWS, a także warunków skutecznej implementacji wysoce efektywnego systemu pracy w organizacji.

EN

Research in recent decades has given ample evidence that High Performance Work System (HPWS) may be a key factor in the development of the organization, and increasing its efficiency. The HPWS model is focused on increasing efficiency through the transformation of employer-employee relations into the partnership arrangement under the common pursue of organization’s objectives. In order to achieve such a relationship it is necessary to use the tools of HRM that strengthen employee commitment. The aim of the study is to show the HRM practices related to HPWS and discuss their implementation in the organization based on the available literature.

Słowa kluczowe

PL

wysoce efektywne systemy pracy; efektywność organizacji; praktyki zarządzania zasobami ludzkimi

EN

high performance work systems; organizational performance; human resource management practices

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2016
• Tom: z. 88
• Strony: 115--125
• Opis fizyczny: Bibliogr. 41 poz.

Twórcy

autor

Gojny-Zbierowska M.

• Uniwersytet Ekonomiczny w Katowicach

Bibliografia

• 1. Anderson-Connolly R., Grunberg L., Greenberg E.S., Moore S.: Is lean mean? Workplace transformation and employee well-being, “Work, Employment and Society”, No 16(3), 2002, p. 389-413.
• 2. Appelbaum E., Bailey T., Berg P. Kalleberg A.: Manufacturing Advantage: Why HighPerformance Work Systems Pay Off, Ithaca: ILR Press 2000.
• 3. Arthur J.B.: Effects of human resource systems on manufacturing performance and turnover, “Academy of Management Journal”, No 37, 1994, p. 670-687.
• 4. Ashton D., Sung J.: Supporting workplace learning for high performance working, International Labour Office, Geneva 2002.
• 5. Bailey T., Berg P., Sandy C.: The effect of high-performance work practices on employee earnings in the steel, apparel and medical electronics and imaging industries, “Industrial and Labor Relations Review”, No 54(2A), 2001, p. 525-543.
• 6. Batt R.: Managing customer services: human resource practices, quit rates, and sales growth, “Academy of Management Journal”, No 45, 2001, p. 587-597.
• 7. Bauer T.: High performance workplace practices and job satisfaction: evidence from Europe, Discussion Paper No 1265, Institute for the Study of Labor (IZA), 2004.
• 8. Bohlander G.W., Snell S.: Managing human resources (13th ed.). Mason, OH: Thomson/South-Western, 2004.
• 9. Burton M. D., O’Reilly C.: Walking the talk: The impact of high commitment values and practices on technology start-ups, Unpublished manuscript, 2004, źródło: http://works.bepress.com/m_diane_burton/4.
• 10. Camps J., Luna-Arocas R.: A Matter of Learning: How Human Resources Affect Organizational Performance. “British Journal of Management”, No 23, 2012, p. 1-21.
• 11. Carlson D.S., Upton N., Seaman S.: The impact of human resource practices and compensation design on performance: An analysis of family-owned fi rms. “Journal of Small Business Management”, No 44(4), 2006, p. 531-543.
• 12. Chi N., Lin C.: Beyond the High Performance Paradigm: Exploring the Curvilinear Relationship between High-Performance Work Systems and Organizational Performance in Taiwanese Manufacturing Firms. British Journal of Industrial Relations, No 49(3), 2011, p. 486-514.
• 13. Combs J., Liu Y., Hall A., Ketchen D.: How much do high-performance work practices matter? A meta-analysis of their effect on organizational performance. “Personnel Psychology”, No 59, 2006, p. 501-528.
• 14. Danford A.: 2003, Workers, unions and the high performance workplace. “Work, Employment and Society”, No 17(3), p. 569-587.
• 15. Datta, D.K., Guthrie J.P., Wright P.M.: Human resource management and labor productivity: does industry matter?, “Academy of Management Journal”, No 48, 2005, p. 135-145.
• 16. Delaney J.T., Huselid M.A.: The Impact of Human Resource Practices on Perceptions of Organizational Performance. “Academy of Management Journal”, no 39, 1996, p. 949-969.
• 17. Evans R., Davis W.: High-performance work systems and organizational performance: the mediating role of internal social structure. “Journal of Management”, No 31(5), 2005, p.758-775.
• 18. Farris D., Tohyama H.: Productive efficiency and the lean production system in Japan and the United States. “Economic and Industrial Democracy”, No 23(4), 2002, p. 529-554.
• 19. Gephart M.A., Van Buren M.E.: Building synergy: The power of high performance work systems. “Training and Development”, No 50(10), 1996, p. 21-36.
• 20. Godard J.: 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”, No 54(4), 2001, p. 776-805.
• 21. Godard J.: A critical assessment of the high-performance paradigm, “British Journal of Industrial Relations”, No 42(2), 2004, p. 349-378.
• 22. Guest D., Michie J., Conway N., Scheehan M.: Human resource management and corporate performance in the UK. “British Journal of Management”, No 41, 2003, p. 291- 314.
• 23. Guthrie J.P.: High-involvement work practices, turnover, and productivity: evidence from New Zealand. “Academy of Management Journal”, No 44(1), 2001, p. 180-191.
• 24. Hayton J.C.: Promoting corporate entrepreneurship through human resource management practices: A review of empirical research, “Human Resource Management Review”, No 15(1), 2005, p. 21-41.
• 25. Hostager T.J., Neil T.C., Decker R.L., Lorentz R.D.: Seeing environmental opportunities: Effects of entrepreneurial ability, efficacy, motivation and desirability, “Journal of Organizational Change”, No 11(1), 1998, p. 11-25.
• 26. Huselid M.A.: The impact of human resource management practices on turnover, productivity, and corporate financial performance, “Academy of Management Journal”, No 38(3), 1995, p. 635-672.
• 27. Lawler E.E.: The ultimate advantage: Creating the high involvement organization. JosseyBass, San Francisco 1992.
• 28. Lee J., Miller D.: People matter: Commitment to employees, strategy and performance in Korean firms, “Strategic Management Journal”, No 20(6), 1999, p. 579-593.
• 29. MacDuffie J.P.: Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. “Industrial and Labour Relations Review”, No 48(2), 1995, p. 197-221.
• 30. Messersmith J.G., Guthrie J.P.: High Performance Work Systems In Emergent Organizations: Implications For Firm Performance. “Human Resource Management”, No 49(2), 2010, p. 241- 264.
• 31. Michie J., Sheehan M.: HRM practices, R&D expenditure and innovative investment: Evidence from the UK’s 1990 Workplace Industrial Relations Survey (WIRS), “Industrial and Corporate Change”, No 8(2), 1999, p. 211-234.
• 32. Nadler D.A., Gerstein M.S., Shaw R.B.: Organizational architecture: Designs for changing organizations (1st ed.), Jossey-Bass San Francisco 1992.
• 33. Pfeffer J.: The Human Equation: Building Profits by Putting People First, Harvard Business School Press, Boston 1998.
• 34. Rauch A., Frese M., Utsch A.: Effects of human capital and long-term human resources development and utilization on employment growth of small-scale business: A causal analysis, Entrepreneurship: Theory & Practice, No 29(6), 2005, p. 681-698.
• 35. Shaw J.D., Gupta N., Delery J.E.: Alternative conceptualizations of the relationship between voluntary turnover and organizational performance, “Academy of Management Journal”, No 48(1), 2005, p. 50-68.
• 36. Soutaris V.: Firm-specific competencies determining technological innovation: A survey in Greece. “R&D Management”, No 32(1), 2002, p. 61-77.
• 37. Tomer J.: Understanding High-Performance Work Systems: the Joint Contribution of Economics and Human Resource Management, “The Journal of Socio-Economics”, No 30, 2001, p. 63-73.
• 38. Tregaskis O., Daniels K., Glover L., Butler P., Meyer M.: High Performance Work Practices and Firm Performance: A Longitudinal Case Study, “British Journal of Management”, No 24, 2013, p. 225-244.
• 39. Way S.: High performance work systems and intermediate indicators of firm performance within the US small business sector. “Journal of Management”, No 28(6), 2002, p. 765-785.
• 40. Welbourne T.M., Andrews A.O.: Predicting the performance of initial public offerings: Should human resource management be in the equation? “Academy of Management Journal”, No 39(4), 1996, p. 891-919.
• 41. White M., Hill S., McGovern P., Mills C., Smeaton D.: High-Performance Management Practices, Working Hours and Work-Life Balance, „British Journal of Industrial Relations”, No 41(2), 2003, p. 175-195.

Uwagi

Opracowanie ze środków MNiSW w ramach umowy 812/P-DUN/2016 na działalność upowszechniającą naukę.