High-performance work systems in Asian companies

Abstract

High-performance work systems (HPWSs) have recently attracted considerable interdisciplinary interest in the field of management, industrial relations and economics. There is rising interest in using high-performance work practices, because evidence showed that organizations that implemented such systems recorded remarkable success, especially in organizations in Western countries. The purpose of the study is to explore the extent to which HPWSs are used in organizations in three selected Asian societies and determine the extent to which HR systems directly enhance performance. Research from organizations in three Asian societies showed mixed results. A strong relationship between HR practices and the outcome measure—i.e., subjective performance ( profitability)—was observed. Managerial implications and future research direction will be discussed. © 2005 Wiley Periodicals, Inc.

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