High-Performance Work Practices: Extent of Implementation and Commitment in Higher Education Institutions
- March 6, 2021
- Posted by: RSIS
- Categories: Education, IJRISS
International Journal of Research and Innovation in Social Science (IJRISS) | Volume V, Issue I, January 2021 | ISSN 2454–6186
Edison B. Estigoy1*, Saddam C. Bazer2, Jeande A. Jimenez3, Joselle D. Pineda4, Samantha O. Zabala5
1Xi’an International Studies University
2 Shaanxi Normal University
3,4,5 Awesome Children Education
Abstract – This study explored on high-performance work practices (HPWP) extent of implementation and affective commitment in Higher Education Institutions (HEIs). A descriptive-quantitative design was utilized to determine the extent to which employees perceive that the organization implements HPWP in terms of ability, motivation and opportunity; and the perception of the employees towards affective commitment in HEIs. The empirical data of the study was based on the responses from seventy (70) teachers in HEIs. Findings revealed in general that employees perceived that the organization always implement high-performance work practices in terms of ability and motivation but only often in opportunity. Additionally, respondents agree that teachers are affectively committed to their organizations. Furthermore, HEIs recognize the importance of implementing high-performance work practices and that it affects the affective commitment of the employees. Employees with strong affective commitment will continue to work in the organization and will lead to fewer turnovers.
Keywords: High Performance Work Practices, Affective Commitment, Higher Education Institutions, Ability, Motivation and Opportunity
I. INTRODUCTION
Human Resource Management (HRM) assumes a significant part in permitting a firm to stay serious, and it has been progressively perceived by researchers and experts the same as of late (Ubeda-García et al., 2013). Supervisors are therefore going to the HRM capacities to help execute the serious technique (Ulrich, 1997). Certain HRM practices are claimed to help better firm exhibitions (Jackson and Schuler, 1995; Huselid, 1995). As indicated by Butts et al. (2009), in the course of recent many years, there has been a multiplication of exploration and practices related with such participatory work frameworks. One such participatory work framework is High-Performance Work Practices (HPWP) – differently called ‘high contribution’, ‘high commitment’, or ‘refined’ (Guthrie, Spell, and Nyamori 2002) – which alludes to a bunch of practices pointed toward improving employees’ abilities, inspiration, data, and strengthening to acquire upper hand (Guthrie, 2001). The idea of HPWP was begun in the United States around 1970’s and 1980’s.
