Highperformanceworksystem (HPWS) has been regard as a mean to enhance employee motivation, compe- tencies, and performance (Fu and Ma, 2015; Heffernan and, Dundon, 2016; Takeuchi, Chen, and Lepak, 2009; Lawler, Chen, Wu, Bae, and Bai, 2011) -. HPWS includes a series of separate but interconnected HR prac- tices that can enhance employees’ competitiveness, including flexible job assignment and adequate work em- powerment, rigorous recruitment and selection procedure, extensive training and development, merit-based per- formance appraisal, and competitive compensation and high wage (Batt, 2002; Chen, 2007; Takeuchi, Lepak, Wang, & Takeuchi, 2007; Patel,Messersmith and Lepak, 2013) -. Researchers have demonstrated that the use of HPWS would lead to higher employee productivity (Guthrie, 2001) , lower employee turnover rate (Guthrie, 2001) , better employee performance (Chen et al., 2007) , higher helping behavior (Chuang et al., 2010) , and better organizational performance (Becker et al., 1996) . Although the positive relation- ship between HPWS and performance criteria has been demonstrated by prior literature (Huselid, Jackson, and
Apart from significant findings, current study also highlights some issues and limita- tions which needs to be addressed in future research. Firstly, this study used cross-sectional research design to examine the relationship between study variables. A longitudinal or experimental research might be helpful to further authenticate the cas- ual relationship among the study variables, particularly related to HPWS and employee service performance which have less evidence in previous literature. Secondly, all the study variable including high-performanceworksystem (HPWS), employee service per- formance, organizational citizenship behavior (OCB) and employee resilience were measured through self-reported constructs. Future studies should measure these vari- ables through supervisor rated version of each measure. Thirdly, this study has adopted only five highperformancework practices, future studies with inclusion of more prac- tices and different combinations of highperformancework practices will present better picture of HPWS in service sector of Pakistan.
This study contributes to the current literature on the HPWS – performance link and adds new knowledge on the mediating role of employee engagement, job satisfac- tion, and POS. It develops and validates a research model that describes employee performance and its antecedents in Pakistani textile establishments. The ﬁ ndings suggest that HR professionals in textile ﬁ rms may ﬁ nd it advanta- geous to implement HR practices as a method of managing their workforce. In particular, HPWS practices as outlined in this study have been found to contribute positively towards job satisfaction, engagement, and performance of textile employees. This study can be helpful to the mana- ging body of such manufacturing organizations to formu- late strategies to develop an engaged and satis ﬁ ed workforce, which is helpful in gaining a competitive advantage. Employees' satisfaction and engagement can be gained by giving people the opportunity to participate in decision making and communicating information through meetings, newsletters, memos, and emails. Organizations should always implement HR practices and mechanisms that could enhance employee perfor- mance and engagement. HR practices such as an effective performance appraisal system, development plans, an equitable reward system, a job design based on a job characteristics model, and an attractive salary and incen- tives, can enhance employee motivation, which, in turn, in ﬂ uences performance. Engaged employees could feel an intimate relationship with their employing organization and reciprocate the favors obtained through HPWS by improving their performance. The adoption of HPWS can produce positive job attitudes and outcomes in the form of improved engagement, satisfaction, POS, and perfor- mance. The ﬁ ndings have implications for the practice and theory of the HPWS and employee performance rela- tionship, while providing evidence and con ﬁ rming pre- vious research on the positive relationship between HPWS and individual-related work outcomes, and also adding new knowledge on the mediating factors between HPWS and employee well-being.
Interestingly, transformation can begin in the workplace when organizations open themselves to the cultivation of their own employees’ spirituality. This would mean addressing employees as whole human beings in terms of their physical, mental, emotional, and spiritual needs (Dehler& Welsh 2003). Lifting up the whole person in the workplace should not be seen entirely as an altruistic act. Research has demonstrated that by addressing the spiritual side of human experience in organizations help reduce stress, enhance creativity, and improve problem solving (Tischler, Biberman, &McKeage, 2002). By focusing on the spiritual qualities of meaningfulness and joy at work, organizations have found increased job satisfaction (Harunget al. 1996), enhanced job involvement, organizational identification, and work rewards satisfaction (Kolodinsky, Giacalone&Jurkiewicz, 2008), greater honesty, trust, and commitment (Krishnakumar& Neck 2002), and also improved workperformance (Duchon&Plowman 2005). Spirituality at work is not a fringe idea. In fact, spirituality at work addresses human activities such as personal development, learning, compassion, and searching for meaning or higher purpose (Gull &Doh 2004).
and trying innovative tools and procedures in their job to bring invention, innovation and creative solutions to the problems at workplace. The positive and significant relationship between HPWS and employee creativity is supported by the number of prior studies in this sense. For example, Khan (2011) and Shropshire et al. (2012), (Aasheim, Shropshire, Li, & Kadlec, 2012), Karatepe et al. (2014), Martinaityte et al. (2016), Ozemoyah et al. (2016), (Zhu & Chen, 2014), Guiyaoet al. (2017), (Tang, Yu, Cooke, & Chen, 2017), (Sothan, Baoku, & Xiang, 2016). When there are HPWS promoted within institutions then the chances of lecturer satisfaction enhance and they tend to become more attached and loyal with the institution and its goals. Their augmented satisfaction level for the job encourages them to contribute towards betterment of students through building creative and innovative culture in the institution regarding their offerings, procedures, teaching techniques etc. Furthermore, when such HR practices are used within institutions that ensure creativity and highperformance of lecturers, encourage teachers to be creative and facilitate creative environment by welcoming new ideas and methods and breaking status quo then teachers feel more support for introducing new ideas and methods at workplace. Another reason is that HPWS tends to enhance the creative performance of lecturers significantly. This significant association of HPWS and creative performance was checked in perspective of positive contribution to the student success ultimately. Therefore, the role of HPWS within institution in gaining creative output and performance of the student is highly important fact. In addition, the best HR practices directed to improve the performance of lecturers and their creative activities have potential to enhance their creative ability (through training etc.) and to develop, nourish and utilize their creativity at workplace. When such finest HR
HPWS generally constitutes as a bundle of different human resource practices, which are being adopted by the organization for carrying out its operations smoothly (Takeuchi et al., 2009; Searle et al., 2011a). The bundle thus creates synergy leading to different organizational outcomes (Purcell and Kinnie 2007; Wright and Nishii 2007). Performance is a key variable of interest for the researchers, academicians and managers as it is the ultimate outcome of all the efforts done by the organizations. It is useless to adopt a highperformancesystem if it fails to increase employee performance (Kaufman, 2010). Existing literature is evident of the relationship between HPWS and performance outcomes (Jiang et al., 2012; Gardner et al., 2011; Kaufman, 2010). Critical analysis of past literature identifies resource-based theory as a support of exploring and understanding the unique interdependence among HPWS and performance (Barney, 2001; Boselie et al., 2005). Different frameworks, approaches, measures and theories are developed in the past couple of years just to get more information about the HPWS-performance relationship and its impact on long term survival of the organization (Combs et al., 2006). Each of the studies investigated the impact of highperformance management system on different variables like organizational productivity, employee turnover, employee performance, organizational OCB, organizational commitment etc. (Birdi et al., 2008). In the light of above literature following hypothesis is suggested:
Finally, this study has important management implications for organizations. We confirm that line managers’ goal congruence amplifies the positive relationship between organizational-level HPWS and employee experienced HPWS. Hence, organizations may adopt some measures to foster line managers’ goal congruence. For instance, companies should take full account of the interests of managers and employees when designing organizational strategies. Besides, Hoffman et al. (2011) suggested that transformational leaders may be instrumental in aligning employees’ interests effectively with those of the organizations. Thus, firms should carry out the training program of leadership skills to create a climate that embraces transformational leadership. Additionally, equal attention should be focused on OBSE that also contributes to employee job performance and job satisfaction. Organizations may enhance OBSE which ensures that employees’ needs to belong and to maintain positive self- worth are satisfied.
First, organizational learning generates knowledge to realize entrepreneurial orientation. In an entrepreneurial environment, firms with a learning mechanism can enlarge the organizational knowledge base and increase a firm’s ability to ac- quire, utilize and spread organizational knowledge (Wolff et al. 2015; Wang 2008). This increased knowledge base facilitates a firm ’ s innovativeness, proactiveness and risk-taking propensity to expand market and launch new products (Dada and Fogg 2016; Eisenhardt 1989; Noruzy et al. 2013). Regarding innovativeness, increased knowledge boosts creative thoughts and behaviors to solve work-related problems with novel solutions, leading to a more creative and flexible way of working (Alti- nay et al. 2016; Floyd and Lane 2000; Noruzy et al. 2013). Regarding proactiveness, with increased knowledge, firms have a greater chance to identify market oppor- tunities and are more likely to form new insights into breakthrough innovations (Weinzimmer and Esken 2017). Companies with higher learning capabilities are able to act on opportunities more rapidly and confidently (Eisenhardt 1989). Re- garding risk-taking, increased knowledge improves a firm ’ s capability to understand environmental change and identify business trends, and thus reduces uncertainty. Moreover, this capability provides the firm with more confidence in adapting to environmental changes and uncertainty (Dada and Fogg 2016). Therefore, compan- ies with a high level of organizational knowledge are more likely to take high-risk-and-high-return adventures (Fernández-Mesa and Alegre 2015). To sum up, organizational learning influences a firm’s inclination to engage in innovative, proactive and risk-taking activities. By enhancing the ability to innovate, seek op- portunities and take advanced actions, organizational learning can lead to continu- ous and proactive entrepreneurial engagements (Bamiatzi et al. 2016).
Based on Strategic HRM, Highperformancework practices (HPWPs), seems to capture the attention of current change researchers and have been identified as crucial for orga- nizational change (Conway & Monks, 2008; Tummers, Kruyen, Vijverberg, & Voesenek, 2015). However, researchers acknowledge the merits of systematic approach of HPWP called as highperformancework systems (HPWS)“a group of separate but interrelated HRM practices, designed to improve employees competence, attitudes & motivation to enhance both individual and organizational performance” (Huselid, 1995; Delery, 1998; Combs, Liu, Hall, & Ketchen, 2006; Boxall & Macky, 2009). Where majority of the stud- ies in literature have used HPWS to see its impact on organizational outcomes such as profitability (Wright, Gardner, Moynihan, & Allen, 2005) and productivity (MacDuffie, 1995; Askenazy, 2001) as performance indicators, a less succinct impression begins to un- fold, raising questions about connecting HPWS with employees’ level variables (Kroon, Van de Voorde, & Van Veldhoven, 2009) and financial sustainability (Raziq & Wiesner, 2016). The mainstream perspective suggests beneficial effects of HPWS on employees level outcomes (Garc´ıa-Chas, Neira-Fontela, & Varela-Neira, 2016). Contrastingly, we do find studies where HPWS has no statistically significant impact or even negative impact on employees’ outcomes (Ramsay, Scholarios, & Harley, 2000; Van De Voorde, Paauwe, & Van Veldhoven, 2012). Based on such contrasting outcomes view about the effects of HPWS on employees level variables, recent researchers have called for more investiga- tion to assess the impact of HPWS on employees outcomes (Takeuchi, Chen, & Lepak, 2009; Wright et al., 2005; Garc´ıa-Chas et al., 2016) and specifically on the processes linking HPWS and employees’ outcomes (Harley, Sargent, & Allen, 2010; Van De Voorde & Beijer, 2015). Focusing on the potential connection between HPWS with employee’s level out- comes, further examining the effects of HPWS on change related attitudes and underlying processes might aid for better understanding the change implementation process.
Highperformancework systems are a key invention of modern management, and are claimed to have strong beneficial effects on individual and organizational performance. This expectation has spawned a significant research stream aimed at testing for performance gains. By comparison, research on the potential effects on employee well-being have been rare until recently (Appelbaum, Bailey, Berg and Kalleberg, 2000; Barling, Kelloway and Iverson, 2003; Harley, Allen and Sargent, 2007; Macky and Boxall, 2007, 2008; Mohr and Zoghi, 2008; Takeuchi, Chen and Lepak, 2009). Such studies are important in their own right, as policies that can increase worker well-being are essential to the industrial landscape, not least because there is strong evidence that stress at work extends to general health (e.g. Danna and Griffin, 1999; DeLongis, Folkman and Lazarus, 1988; Ganster and Schaubroeck, 1991; Macik-Frey, Quick and Nelson, 2007; Wilkins and Beaudet, 1998), and increases work– family conflict (e.g. Frone, Russell and Cooper, 1992; Geurts, Kompoier, Roxburgh and Houtman, 2003; Williams and Alliger, 1994). Furthermore, research can also help explain why the highperformanceworksystem may affect organizational performance as job satisfaction, contentment and enthusiasm are commonly seen as mechanisms or employee outcomes that explain some of the association between the system and organizational performance (Becker and Huselid, 1998; Boxall and Purcell, 2003; Pfeffer, 1994; Wright and Gardner, 2003).
Worldwide data production is increasing both in volume and velocity, and with this acceleration, data needs to be processed in streaming settings as opposed to the tradi- tional store and process model. Distributed streaming frameworks are designed to process such data in real time with reasonable time constraints. Twitter Heron is a pro- duction ready large scale distributed stream processing framework developed at Twitter. In order to scale stream- ing applications to large numbers of nodes, the network is of utmost importance. Highperformance computing (HPC) clusters feature interconnects that can perform at higher levels than traditional Ethernet. In this work the authors present their findings on integrating Twitter Heron distributed stream processing system with two high per- formance interconnects; Infiniband and Intel Omni-Path.
will be possible to obtain a real measure of the methodology’s impact. Another thing that both authors agree on, is on the issue of coaching teams from an individual perspective, based on the five levels set by Escobar, always seeing them as a great system (Gonzalez, 2014). In order for the leader to effectively apply executive couching, he should have a clear understanding of reasonable goals, that is, have clear knowledge of the administrative system that the team is embedded in, whether that includes company policies, organizational culture, regulations, even local, federal or on occasion international labor laws.
ABSTRACT: The purpose of this document is to give detailed description of the requirements of the system, i.e. employ management with software life cycle. It will explain the purpose of the system, its features, its interfaces, what the system will do, the constraints under which it must operate and how the system will react to user's input. The employ management system propose for the checking the performance of employ using the project deadline, attendance of employee, we also use the grade system that is depend on the work of employ. And in our system we use the location, means the area of company. This system is the private for company so the employ cannot use this website out of area of company. We use the KNN algorithm for cluster the grade in the high, medium, low format. In that keep track of Project domain wise assignment of project, role wise access to the entire system, project progress. It will also analyze the project process with respect to respective deadlines. Resources like people, peripherals are managed according to project priorities. It will record attendance, working hours and accuracy of each Project.
Performance Appraisal system is emerging approach to improve the employees workperformance in an organisation. Performance appraisal serves as a motivation tool. Hence this research is conducted to find out the outcome of employees’ motivation in the performance appraisal context. The main purpose of this study is 1) To develop and empirically test a model of Motivation through performance Appraisal system and its outcomes such as satisfaction on Performance Appraisal system, employees commitment and workperformance.2) To evaluate the positive influence of motivation on satisfaction, commitment and workperformance. A questionnaire survey method was used to collect primary data. The survey yielded 268 filled questionnaires, with a response rate of 50%. The author used statistical analysis methods and structural equation modelling with IBM AMOS version 20.0 to analyze the data. The research findings revealed that the model is fit for the study and there is a high positive influence of motivation on satisfaction, satisfaction on commitment and commitment on workperformance.
After the survey, we conducted interviews with 14 managers and Hr staﬀ of private sector companies. from these interviews, it was conﬁrmed that most subsidiaries of mNC’s import their Hr policies and systems from the head oﬃce. Not all; we mentioned the case of the large call centre which has a pretty mediocre Hrm system. Other forerunners in the Hrm ﬁeld could be found in organisations with specialised, highly educated people who are in direct contact with customers, or run projects, do consultancy assignments, etc. Compared to general managers, Hr professionals (with international education or experience) have a broader understanding of what Hrm can contribute to the performance of a company. ey stress that constructive relationships will beneﬁt both employees and the company. ey also comment on the work ethos of Albanian workers that is diﬀerent from Western European workers, a culture that originates from socialist times. most managers need to supervise their employees, otherwise their output is low. Hr has to help management to ﬁnd a right balance between supervision and giving more responsibility and autonomy to employees. Hr people also often mention managerial mind-sets as a factor hindering Hr development, with managers contributing to low trust working environments. from our interviews with managers we conclude that they do see the importance of having good people in their company, but ‘good’ is often seen in terms of diligent, hardworking, and obedient – not in terms of creative and entrepreneurial. in general, managers don’t give a high priority to investing in people, guiding and rewarding them. most managers are not familiar with topics such as engagement, corporate entrepreneurship and talent management. in contrast to Cania (2014), we came across very few managers only who understand the concept of strategic Hr. from the interviews, we conclude that raising consciousness about Hrm, along the themes of for example the AmO model is a ﬁrst requirement to improve the currently low Hrm maturity.
From different perspectives, researchers have explored the significance of HPWS. More specifically, there are at least three streams of research on HPWS. From the stra- tegic development perspective, the first stream emphasizes the match of HPWS and corporate strategy, focusing on its consistency with the outside factors. As Huselid (1995) said, HPWS originates from and serves corporate strategy. The match between HPWS and corporate strategy and among different human resource management prac- tices are highly valued. The second stream regards HPWS as systems that include a series of coordinated and compatible human resource management practices, empha- sizing the accordance of internal issues (Datta and Wright 2005; Pfeffer 1996). From a systematic perspective, HPWS is one of the sources from which firms can obtain sus- tainable competitive advantages. The third one suggests that effective implementation of HPWS requires the participation of employees (Edwards and Wright 2001; Guthrie 2001). Different from the general employer-employee relationship, HPWS is helpful to establish a community of employee participation, commitment and authorization at the individual level. We consider HPWS to be an organic system which consists of related human resource management practices, including strict recruiting procedures, broad training processes, information sharing, work design, inside promotion channels, em- ployee authorization and performance-based payment. Through the implementation of HPWS, the probability of employee participation is improved, thus high-quality human capital is sustained.
V. Shkapenyuk describes the design and implementation of an effective distributed web crawler so that the work will be implemented on a private network. In such case the major issue is the fastest and the most relevant search over the workstation along with workstation specification. Author presented an architecture for the system with the performance bottleneck and to drive the highperformance based association search over the web.The author has defined the work under the capabilities of the web application layer and suggest some modification so that the rule based search will return more effective results from the system Hussein Issa (2010) studied the problem of duplicate web contents and define the interest in the business world in the form of duplicate payments etc. The author has discussed different such cases where the fraud is done because of duplicate payments so that huge amount of money is lost. Hani Khoshdel Nikkhoo (2010) stated that near-duplicate documents can adversely affect the efficiency and effectiveness of search engines. Due to the pair wise nature of the comparisons required for near-duplicate detection, this process is extremely costly in terms of the time and processing power it requires. Despite the ubiquitous presence of near-duplicate detection algorithms in commercial search engines, their application and impact in research environments is not fully explored. The implementation of near-duplicate detection algorithms forces trade-offs between efficiency and effectiveness, entailing careful testing and measurement to ensure acceptable performance and described a scalable implementation of a near-duplicate detection algorithm, based on standard shingling techniques, running under a Map Reduce framework. Also explored two different shingle sampling techniques and analyze their impact on the near-duplicate document detection process. In addition, investigated the
It is apparent from the previous studies that effective appraisal system has been carried out to bring the high level of performance among the employees. With this concept the current study focuses especially on the motivation through effective performance appraisal system which results in the highworkperformance among the middle level employees of the healthcare industry in Tiruchirappalli City Corporation .The conceptual framework for this study is presented in figure1.The framework consists of one exogenous constructs and three endogenous constructs.
The decision for setting up the 1.2kWp test bed, at SEC campus, was taken with a view to study, analyze and evaluate the performance of CPV technology modules. Also, this test bed is useful for evaluating other balance of system (BOS) components like inverters; charge controllers, batteries etc. under stand alone mode as well as grid interactive mode.