Impact of High-Performance Work Practices on Service Recovery, Creative Job Performance and Absence Intentions
Authors: Farooqi Rida Fatima , Akbar Waqar 
Published: November 2019

To improve the influences of workforce facing high performance work system on employee job outcomes, previous study has mainly represented public discussion concept to explain the fundamental instrument in the high performance work system study (Takeuchi et al., 2007; Messersmith et al., 2011; Kehoe and Collins, 2017). Public argument study recommends that when workforce obtain outcomes from the companies, they are similarly to reply with their performances and thoughts appreciated by the companies (Blau, 2014). High performance work system incorporates human resource procedures for example training & development, growth-related efficiency organization, and benefit reï¬‚ects companyâ€™s stock in workforces. Therefore, when organizations oï¬€er high performance work system to workers, workforce would respond by representing optimistic actions and manners such as work efficiency, work fulfillment, as well as structural responsibility. The effort of the public argument viewpoint is that high performance work system assist to viewpoint extended period employee-manager argument link. Additionally to switching main reserves, occupation link might convey many senses for workforces since effort is an intermediate by which workforces canâ€™t merely become monetary and public reserves, but also increase value and the consciousness of individual achievement (Liu et al., 2013). Therefore, we additional debate that the outcomes of high performance work system are not only about correspondence (that is., public argument), however also critically around impacting personality value insights. Though, this viewpoint has been ignored in the high performance work system study.

 

Organization- centered self-confidence states to the observed worth those employees have of themselves as workforce participant in the structural setting (Pierce et al., 2009). We propose that when high performance work system is settled, workforce would experience those companies worth them. This employee high performance work system may promote workforce. Therefore, the research is imbedded in â€œself-concept-based theoryâ€ (Shamir et al., 2013; Chan et al., 2013) to hypothesize how self-concept-based theory connects the links among workforce skilled high performance work system and work efficiency and work fulfillment by ascertaining its incremental authority above the public argument method. The results predict previous varying outcomes can be partially described by the mediating results of efficiency evaluating positively and information of efficiency values on the link among response occurrence and evaluating feedback (Shaun, Gerard, & Stephen, 2018).

 

Generally, previous researches have only highlighted the impact of few human resource practices on high performance work system or they might have relate the high performance work system directly with job outcomes. But this research investigates the effectiveness of human resource practices as a high performance work systems. Moreover, based upon the previous literatures by theorizing and examining in what way line managersâ€™ aim similarity reduces the space among organizational-stage and increases job engagement. Additionally, only few researches have focused on organizational based experience while others have highly focused on employees based. But this research has concentrated on both the aspects that are organization based experience and employee based experience.