High‐performance work systems: what, why, how and for whom?

Abstract

This article argues that there are two lines of analysis in the high‐performance work systems literature that are important for HR researchers and strategists. The first involves mapping the diversity that exists in work systems, and understanding which ones perform in which contexts and why. This line of analysis is most relevant where there are serious misfits between a firm's models of HRM and its strategic context. The second line of analysis can help to enhance performance in any firm. It involves analysing the chain of links inside the ‘black box’ of HRM , asking how managers envisage HRM , how they interpret and enact it, how it affects the psychological and social climates inside the organization, and for whom it performs. Following these lines of analysis, and improving our research methods, will make our discipline more relevant to the larger debate around economic and employee well‐being in our societies.

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