High-performance work practices: Key development factors and analysis of different practices in the literature

Résumé

High-performance work practices (HPWPs) are increasingly recognized as pivotal in shaping business strategies and enhancing organizational effectiveness. This paper presents an integrative literature review, synthesizing findings from various academic sources to analyze the historical development of human resource management (HRM) practices and their role in fostering competitive advantage. The paper highlights the shift in human resource management from viewing employees as costs to recognizing them as valuable intellectual resources. It also explores key high performance work practices characteristics, including rigorous recruitment, comprehensive training programs, performance-driven rewards, and increased employee motivation and involvement.

The review also examines the determinants and organizational factors influencing the successful implementation of high-performance work practices (HPWPs). External factors such as union involvement, organizational size, and labor market characteristics, alongside internal elements like company culture and management practices, are explored in depth. The role of human resource practitioners is also emphasized, particularly their political influence, expertise, professionalism, and networking capabilities in facilitating the adoption of these practices.

The findings indicate that high performance work practices are associated with improved organizational performance and higher employee satisfaction. However, the success of these practices is contingent upon their alignment with broader strategic objectives. This paper contributes to the ongoing discourse on high performance work practices (HPWPs) by providing a comprehensive understanding of the factors that drive their implementation and the organizational impact of their integration into business practices.

Classification JEL : M41

Paper type: Theoretical Research.