Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/329820
Title: High Performance Work Practices vs Effectiveness A study of Public and Private Sector in NCR
Researcher: Preeti Vats
Guide(s): K.R. Chaturvedi
Keywords: Economics and Business
Management
Social Sciences
University: Dr. A.P.J. Abdul Kalam Technical University
Completed Date: 2021
Abstract: HPWPs is named and defined with different acronyms, no one has consistently defined, or even newlineuniformly named HPWPs (Baker et al, 1994) and HPWPs has been known over period of time newlinewith different names and acronyms as alternate work practices, high performance work systems, newlineand even flexible work practices (Delaney and Godard, 2001). Thus, multiplicity of acronyms newlineand theories exist around HPWPs. Mainly HPWPs have been defined as a tool for value newlineunlocking and value enhancer for employers and employees alike. High performance work newlinepractices concept has now reached a stage to be promoted as benchmark and revolutionary newlinemechanism as they are targeting to unlock higher performance level than those organizations newlineassociated with traditional work culture (Godard, 2004). In USA, the term High Performance newlineWork Practices is considered as a tool of innovation and experimentation by enterprises to newlineescape the old works practices and to associate its resource pool more closely with competition newlineand modern-day work environment. newlineDespite HPWPs are referred with various names and acronyms, many of the practices are a newlinecommon inbuilt element among most of them like rational and formal recruitment and selection newlineprocess, incentives-based performance mechanism, and self-development training programs newlinefocused on the needs of the enterprise (Becker and Gerhart, 1996). Understandable those HPWPs newlineimplementation would require investment in resource pool to enhance employee s skills, newlineknowledge, motivation, morale, commitment, flexibility and loyalty. Further, HPWPs aspire to newlineattain increased ability and provide the opportunity to resource pool in actively taking part in newlinedecisions making process (Buren and Werner, 1996). Thus, one of the pivotal foundations of newlineHPWPs is employee empowerment and engagement. Still there is no equitable constitutes of newlineHigh-Performance Work Practice among researchers. newlineA widespread detailing of preceding readings is inevitability in any exploration study. Literature newlinereview edifies studies with diverse proportions
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URI: http://hdl.handle.net/10603/329820
Appears in Departments:Dean P.G.S.R

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certificate.pdf144.94 kBAdobe PDFView/Open
chapter 1.pdf330 kBAdobe PDFView/Open
chapter 2.pdf215.85 kBAdobe PDFView/Open
chapter 3.pdf249.54 kBAdobe PDFView/Open
chapter 4.pdf301.95 kBAdobe PDFView/Open
chapter 5.pdf131.02 kBAdobe PDFView/Open
chapter 6.pdf250.32 kBAdobe PDFView/Open
chapter 7.pdf1.39 MBAdobe PDFView/Open
prelimnary.pdf131.46 kBAdobe PDFView/Open
title.pdf44.88 kBAdobe PDFView/Open
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