Journal of Management · 2013 · 468 citations · 221 references
ManagementOrganizational BehaviorPerformance ManagementErgonomicsHuman Resource Information SystemsPerformance MeasurementHigh-performance Work SystemsPerformance Information SystemsPerformance Management SystemsWork DesignHigh PerformanceOrganizational Performance AssessmentPerformance-enhancing Human Resource SystemsResearch Articles
High‑performance work systems aim to boost organizational performance by enhancing employee capability, commitment, and productivity, yet consensus on their structure remains limited, hindering knowledge growth and adoption. The study develops a comprehensive high‑performance work practices taxonomy to resolve this structural ambiguity. By reviewing 193 peer‑reviewed articles from 1992‑2011, the authors classified 61 practices into nine categories and evaluated the taxonomy’s usefulness across frequency, temporal trends, and geographic distribution. The taxonomy offers a framework for future research and suggests directions for further investigation.
High Performance Work Systems are designed to enhance organizational performance by improving employee capability, commitment, and productivity. Yet there is very little consensus about the structure of these systems and the practices therein. The lack of structure may be inhibiting the growth of knowledge in this field and the degree to which organizations adopt these systems. To address these concerns we develop a comprehensive High Performance Work Practices (HPWPs) taxonomy. We analyzed 193 peer-reviewed articles published over the past 20 years (1992-2011). We classified 61 specific practices into nine categories. We analyze the usefulness of this taxonomy using frequency, time, and countries. Directions for future research are provided.
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