In this world obsessed with performance excellence, High Performance Work Practices has acquired a salutary distinction. High Performance Work System is a blend of theoretical models and practical approaches backed up with ‘how, why, what and when to plan’ for the organization. It is regarded as a totally win-win approach where employees and employers gain by simply modifying some of the existing procedures, mechanisms and systems. Thus in this light it is interesting to discuss the employees’ perception regarding awareness, availability and effectiveness of HPWPs among manufacturing and service organisations. Here Hypothesis testing concluded significant perceptual differences in all three levels among two different type of organisation. Further segmentation of 35 HPWPs has been done using factor analysis and T-test has highlighted significance of differences in perception of employees for extracted factors among manufacturing and service organizations.
Cite this article:
B. K. Punia, Naval Garg, Naval Garg. An Organisational Analysis of High Performance Work Practices. Asian J. Management 5(3): July-September, 2014 page 318-324.
B. K. Punia, Naval Garg, Naval Garg. An Organisational Analysis of High Performance Work Practices. Asian J. Management 5(3): July-September, 2014 page 318-324. Available on: https://ajmjournal.com/AbstractView.aspx?PID=2014-5-3-8