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Title: Exploring the linkages between high performance work systems and organizational performance : the role of relational coordination in the banking sector of Pakistan
Author: Siddique, Muhammad
Awarding Body: University of Newcastle Upon Tyne
Current Institution: University of Newcastle upon Tyne
Date of Award: 2014
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This study sets out to determine the process through which high performance work systems (HPWS) affect organizational performance. Previous research in the field of HRM has mainly supported the view that properly designed high performance work systems can enhance organizational performance. There is a growing debate, however, with regard to understanding the “mechanism” linking HPWS and organizational performance. Based on the theory of relational coordination, this study tested a model that examines the linkages and uses relational coordination among employees as a path way through which HPWS influence organizational performance in highly interdependent work settings. This study has been conducted in the banking sector of Pakistan. Primary data was gathered in the form of managers’ and employees’ perceptions about the extent of HPWS and relational coordination among employees in 340 sample branches. Performance measures were obtained from regional offices. The results indicate that the extent of HPWS predicted relational coordination among employees at individual, functional and unit levels. Results have shown that HPWS was significantly related to performance in terms of branch deposits, advances, and overall profitability. One of the more significant findings emerged from this study is that relational coordination partially mediated the relationships between HPWS and branch level performance. The findings from this study contribute to the literature on HPWS and performance, showing how relational coordination might help explain the process through which the two things are linked. The main findings indicated that there is a disconnection between managerial and non-managerial employees’ perspectives regarding the extent of HPWS and relational coordination. The implications of this study suggest that as important stakeholders, both managers and employees should be engaged in the design of HPWS and the plans for achieving relational coordination among employees. The findings also suggested that a coordinated approach to HPWS on the part of management and HR professionals to work more closely with branch managers and employees to develop greater levels of relational coordination would lead to higher levels of performance.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available