Abstract
A Project on Employee Behavior Towards High-Performance Work System – This research attempts to state that the employee’s behavior changes towards High Performance Work System. The focus of this article is to explain the key elements of HPWS and to identify why creating partnerships with employees makes economic sense for employers in today’s knowledge-, wisdom-, and information-based economy. Understanding the findings of recent research about this high trust and high empowerment management philosophy may enable business practitioners to avoid the mistakes that “conventional wisdom” can lead to and that have been increasingly acknowledged as the cause of much organizational dysfunction and decline.
HPWS systems emphasize employee involvement and reflect a commitment to creating an organizational culture based upon commitment rather than control. At the same time, the cultures of high-performance organizations emphasize the pursuit of excellence and expect employees to be well-qualified, highly competent, and constantly engaged in improving the organization. Management experts have extensively researched HPWS and have identified common management practices that create competitive advantage and enhance organizational performance. The following is a summary of seven human resource practices for producing higher profits through engaging employees as full owners and partners in an organization’s success.
In the past decade a great deal of research has been conducted on the individual and organisational outcomes of high-performance work systems, such as job performance voluntary turnover, discretionary behaviour and firm performance for an overview and critique. However, comparatively few studies have investigated the influence of HPWS on employee creativity. This is in spite of the fact that employee creativity contributes substantially to organisational innovation and competitive advantage.
Introduction
The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee behaviour. This paper aims to examine contingent factors in the relationship between perceived organisational support and employee behaviour.
The research shows that HPWS enhances perceived organisational support, which in turn promotes employee behaviour. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee behaviour. the conceptual model of this research High-performance work systems (HPWS) might have some impacts on employee behavior. The common practices in HPWS include staffing, training, developmental performance appraisal, motivational remuneration, and flexible job assignments. Prior research suggests that HPWS have a profound impact on employee behaviors.
However, research reveals that the intended HPWS are different from employee perceived HPWS. Although prior research emphasized the effect of HPWS on job performance and extra-role behavior, as behavioral outcomes, research suggests that employees may demonstrate proactive behaviors while they are performing the assigned tasks and displaying discretionary behaviors.
Another development in the field of HPWS-performance research is the focus on how and why HPWS influences employee attitudes and behaviour, rather than simply documenting this direct relationship. According to social-exchange theory, human resource management (HRM) practices that are perceived by employees to demonstrate organisations’ commitment to staff will be reciprocated with positive attitudes and behaviour, there remains insufficient research on the mechanisms through which HRM systems influence employee attitudes and behaviour. Therefore, we explore the mediating role of perceived organisational support in the relationship between HPWS and employee behaviour. Therefore, we can expect perceived organisational support and devolved management to interact to influence the employee behaviour.
Scope and Significance of the Study
On doing research about the high-performance work system, it can be summed up that HR practices/HPWS enhances organizational performance. Further, earlier research on outcomes of HPWS has focused on managerial perspective and organizational-related outcomes like organizational performance. But it has been claimed in earlier research that HPWS affect employee related outcomes more than organizational-related outcomes. So, working on these lines, the present study proposes to evaluate the effect of perceived HPWS on EP.
There is lack of studies that have focused on the role of self-efficacy and learning orientation between HPWS and EP relationship. So, in the present study, we have focused on HPWS based on the AMO model and EP relationship. Further, the moderating role of self-efficacy between perceived HPWS and learning orientation will be evaluated, and the mediating role of learning orientation between HPWS and EP will also be explored. The integrated model will trace the impact of the interaction of HPWS and self-efficacy on EP in the presence of learning orientation for high and low groups of moderating variables.
As contextual High-performance work systems (HPWS) might have some impacts on employee behavior. HPWS are composed of couples of HR practices that perform as systems and act upon each other. The common practices in HPWS include staffing, training, developmental performance appraisal, motivational remuneration, and flexible job assignments. Prior research suggests that HPWS have a profound impact on employee behaviors.
Components of a Project Report
A project report varies according to the MBA final year project course at top colleges, depending on the consequences and the requirements of the concerned project. But broadly, a project covers the following components:
- Title page
- Table of contents
- Introduction
- Background of the project
- Project objectives
- Methodology
- Results
- Discussion and Analysis
- Conclusion
- Bibliography or references
- Appendices
Project Report Pages : 80
Can be used in : HR Final Year Project
Delivery Time : Within 2 hours.
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