دانلود رایگان مقاله لاتین استفاده از نیروی کار زن از سایت الزویر
عنوان فارسی مقاله:
آیا سیستم کار با عملکرد بالا همیشه یک ابزار ابقای با ارزش است؟ نقش استفاده از نیروی کار زن و مقدمات کار انعطاف پذیر
عنوان انگلیسی مقاله:
Are High-Performance Work Systems always a valuable retention tool? The roles of workforce feminization and flexible work arrangements
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Theoretical rationale and hypotheses
2.1. The meaning of High-Performance Work Systems for firms and employees HR practices may favourably affect firm performance (Jackson et al., 2014). HPWS have proven to be particularly valuable (Posthuma et al., 2013). While there is no agreement about which specific HR practices compose such systems, skill-enhancing practices (e.g., selective staffing, training), motivation-enhancing practices (e.g., performance appraisal, incentives), and participation-enhancing practices (e.g., flexible job assignments, disclosure of company information) are typically included in HPWS measures (Combs, Liu, Hall, & Ketchen, 2006). Taken together, these practices encourage greater employee flexibility, proactivity, collaboration, and organizational involvement (Posthuma et al., 2013). Their meaning for the firm is mirrored in several positive outcomes, such as improved production quality (Appelbaum, Bailey, Berg, & Kalleberg, 2000), productivity (Stirpe et al., 2014) and profitability (Huselid, 1995). Furthermore, a significant body of research consistently reports a positive association between the greater use of HPWS and workforce retention (e.g., Gardner, Wright, & Moynihan, 2011; Guest, Michie, Conway, & Sheehan, 2003; Guthrie, 2000; Jensen, Patel, & Messersmith, 2013; Sun, Aryee, & Law, 2007; Way, 2002; Yalabik, Chen, Lawler, & Kim, 2008). These positive outcomes have been explained from different theoretical perspectives (see Jackson et al., 2014). Building on Social Exchange Theory, it has been argued that these systems are interpreted by employees as signs of high appreciation, investment, and recognition by the employer, as well as of the employer's intention to establish a long-term exchange relationship with the workforce. Perceptions of employer goodwill motivate employees to enter into a social exchange (as opposed to a purely mercantile relationship) with the employer, which in turn motivates them to reciprocate by remaining with the organization and performing to a high level (Evans & Davis, 2005; Pare & Tremblay, 2007; Takeuchi, Lepak, Wang, & Takeuchi, 2007). Several practices contribute to nurturing such an interpretation by employees. For example, careful selection may indicate to employees that the firm values them very highly (Takeuchi et al., 2007). Employees may interpret participation in decision-making through quality circles, information disclosure, and teamwork, as recognition of their importance (Evans & Davis, 2005). In addition, training and multi-skilling signal both organizational investment in employees and a commitment to them (Pare & Tremblay, 2007).
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کلمات کلیدی:
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