HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE

HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON... Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta‐analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus financial performance measures, and (c) manufacturing versus service organizations. Statistical aggregation of 92 studies reveals an overall correlation that we estimate at .20. Also, the relationship is stronger when researchers examine systems of HPWPs and among manufacturers, but it appears invariant across performance measures. We use our findings as a basis to offer 4 suggestions intended to shape research practices such that future meta‐analyses might answer today's emerging questions. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Psychology Wiley

HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE

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Publisher
Wiley
Copyright
Copyright © 2006 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0031-5826
eISSN
1744-6570
DOI
10.1111/j.1744-6570.2006.00045.x
Publisher site
See Article on Publisher Site

Abstract

Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta‐analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus financial performance measures, and (c) manufacturing versus service organizations. Statistical aggregation of 92 studies reveals an overall correlation that we estimate at .20. Also, the relationship is stronger when researchers examine systems of HPWPs and among manufacturers, but it appears invariant across performance measures. We use our findings as a basis to offer 4 suggestions intended to shape research practices such that future meta‐analyses might answer today's emerging questions.

Journal

Personnel PsychologyWiley

Published: Sep 1, 2006

References

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