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dc.contributor.authorHermans, Michel
dc.date.accessioned2020-11-12T21:16:56Z
dc.date.available2020-11-12T21:16:56Z
dc.date.issued2019-03-01
dc.identifier.other15822962
dc.identifier.urihttps://hdl.handle.net/1813/73664
dc.description.abstract[Excerpt] Studies consistently show that bundles of High Performance Work Practices (HPWPs) can and often do contribute to the achievement of a number of positive organizational outcomes including higher productivity, better quality, improved customer service, and enhanced revenues and profits. At the same time, evidence suggests that the HPWPs concept is only slowly diffusing across companies both in the U.S. and abroad. Why is this? Better still, what can HR managers do to close this gap and, thus, better serve their organizations? A study by Michel Hermans, a recent graduate of the ILR School’s PhD program, addresses these questions by identifying the activities that HR organizations worldwide have used to foster the successful adoption of HPWPs in their firms. The study used data obtained from a global survey – the Human Resource Competency Study (HRCS) conducted in collaboration with Dr. Dave Ulrich and the staff at the RBL Group – that ultimately involved 274 business units, primarily in manufacturing and services. Respondents included 6,019 HR managers and 3,603 line managers
dc.language.isoen_US
dc.subjecthigh performance
dc.subjectHPWP
dc.subjectwork practices
dc.subjectline managers
dc.titleHR and the Implementation of High-Performance Work Practices: Tactics That Work
dc.typearticle
dc.description.legacydownloadsHermans_ResearchBrief.pdf: 23 downloads, before Oct. 1, 2020.
local.authorAffiliationHermans, Michel: IAE Business School - Austral University


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