High performance work practices : perceived determinants of adoption and the role of the HR practitioner

Abstract

Significant progress has been made linking innovative human resource (HR) practices such as systems of high performance work practices (HPWPs) to organisational performance. However, evidence would suggest that the rate of adoption of these and other types of HRM innovations is minimal. It was determined that an area not commonly addressed in the literature is the role of the HR practitioner in the adoption process. An argument is presented concerning the pivotal role of the HR practitioner in the adoption process due to their ability to influence a number of contextual dimensions. Research was undertaken to establish the link between the innovativeness of a practitioner and their perceptions regarding the relative importance of individual and contextual factors in the adoption process. Four dimensions, organisational leadership, HR group role, HR group climate and networking skills were identified as being the possible differentiating factors in the successful adoption of HPWPs.