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Examines the relationship between the high-performance work organization system as measured by the 1991 National Organizations Study & organizational performance. According to the literature, the high-performance work organization system is characterized by decentralization, flexibility, teamwork, continuous education & training, gain-sharing compensation strategies, consultative labor-management relations, & a commitment to employee security. It is found that profit sharing, stock options, performance bonuses, & merit are expecially linked to better performance, while greater training correlates with high performance, except in the area of customer satisfaction. Decentralization is not associated with high performance. It is suggested that organizations that experience the highest performance are those that adopt a number of the characteristics of the high-performance system. 5 Tables, 3 Figures. D. M. Smith

The idea of a transformed or high-performance work system has attracted considerable attention in the United States as an alternative to traditional, mass-production forms of work organization. This article examines the relationships between indicators of high-performance work organizations that are available in the National Organizations Study, on one hand, and measures of organizational performance, on the other. The authors find that characteristics of high-performing work organizations tend to cluster together into a system of organizations. Moreover, the results indicate that human resource policies and practices often identified with high-performing organizations do, in fact, enhance organizational performance.

The current trends in technology and globalization has encouraged Human resource management practices to adopt optimized strategies in dealing with challenges face by the educational institutions. In order to achieve the desired results and outcomes in educational institutions in a definite timeframe, valuable policies, capabilities and values need to be implemented. For creating a sustainable organizational environment, the organizational citizenship behavior (OCB) has been developed for supportive and cooperative interaction and relationship between the employer and employee by cooperating with each other for effective running of the schools. The current study is aimed to investigate the relationship between HRM practices and OCB in higher secondary schools in Dir Lower& Upper. This study is quantitative in nature and data was collected through closed ended questionnaire. The collected data was analyzed with person correlation techniques. It is found that HRM practices has a notable relationship with organizational citizenship behavior in higher secondary schools in Pakistan and results further speak out that performance appraisal has a high relationship with OCB while the rest of practices have low relationship with OCB. After discussion in light of available literature, recommendations has been framed for educational institutions and policy maker.

Every society is based on humans, being also essential factors of the social responsibility (SR), which is an important predecessor of the organizational performance. SR supports informal systemic behavior aimed at requisite holism of behavior of influential persons and their organizations; it leads towards creativity‐based well‐being (CBWB) of humans in organizations and in society. This matters: people with CBWB live and work better. Links between CBWB, SR and human resource management (HRM) and the influence of SR and HRM on organizational performance from aspects of growth, development and finances are demonstrated empirically. Copyright © 2014 John Wiley & Sons, Ltd.

Many academics and practitioners have noted the emergence of a new generation of workers characterized by decreased company loyalty and increased expectations on various aspects of work life. At the same time, increasing emphasis on knowledge-based competition has accelerated the importance of human capital and hence the strategic role of the human resource management (HRM) function in any organization. This article includes a study of 191 Singapore firms. The study found a positive relationship between various aspects of a company's strategic HRM policies/practices and its HR performance. However, the relationship seems weaker when it comes to a firm's financial outcome. The study reveals that these two aspects of organizational performance may be affected by different HRM components. It also discusses how proper management of human capital can be a critical source of competitive advantage.

This book aims to address one of the key challenges facing Human Resource Management (HRM) and Organizational Behavior (OB) researchers. It delves into contemporary topics from which focused research models, ideas, and questions can be developed and tested. HRM and OB are closely related and intersect each other in the examination of practices, which are aimed at managing employees and explaining their behaviors. Proposing to provide researchers with easy access to a slew of contemporary research advancements within the field, this work explores ten contemporary research areas within HRM and OB. Topics include innovative HRM/OB responses in crises, alternative work arrangements for the contemporary workplace, employee mental health, from diversity to inclusion in the workplace, workplace harassment, HRM in small and medium enterprises, alternative perspectives in employee turnover, organizational citizenship and counter-productive work behaviors, leading for work engagement, and employee motivation in a changing environment. Providing researchers with a comprehensive overview of research advances within selected contemporary areas, this book seeks to spur critical thinking, spark alternative research perspectives, innovate extensions to existing theories, and provide the foundation from which focused research can grow and develop within these management fields. Riann Singh is Senior Lecturer in Human Resource Management and Organizational Development within the Department of Management Studies at the University of the West Indies, St. Augustine, Trinidad and Tobago. She has extensive teaching and research experience in these areas. Shalini Ramdeo is Lecturer in Human Resource Management and Leadership and has teaching and research experience in these areas. She is attached to the University of the West Indies, St Augustine, Trinidad and Tobago.

Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents' perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.