01 RELATIONAL MODEL HIGH PERFORMANCE WORK SYSTEMS 11页Word文件下载.docx

01 RELATIONAL MODEL HIGH PERFORMANCE WORK SYSTEMS 11页Word文件下载.docx

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01RELATIONALMODELHIGHPERFORMANCEWORKSYSTEMS11页@#@ARELATIONALMODLOFHOWHIGHPERFORMANCEWORKSYSTEMSWORK@#@INTRODUCTION@#@Oneofthecoreprinciplesofstrategichumanresourcemanagementisthatorganizationalperformanceisinfluencedbythewayemployeesaremanaged.Insupportofthisargument,certainsetsofhumanresourcepracticeshavebeenfoundtoimproveemployeeeffectivenessandtopredicthigherlevelsoforganizationalperformance（Baileyetal.2001,Ramseyetal.2000,seealsoreviewsbyBeckerandGerhart1996,Ichniowskietal.1996）.Researchershavedocumentedtheimpactofhumanresourcepracticesonefficiencyoutcomessuchasworkerproductivity（Arthur1994,Bartel1994,Dattaetal.2005,KochandMcGrath1996）andequipmentreliability（Ichniowskietal.1997,Youndtetal.1996）,onqualityoutcomessuchasmanufacturingquality（MacDuffie1995）andpatientmortality（Westetal.2002）,andonbusinessgrowth（Bartel2004）andfinancialperformance（e.g.,CollinsandSmith2006,DeleryandDoty1996,Huselid1995,Wrightetal.2006）.Humanresourcepracticeshavebeenfoundtoalsoexplainperformancedifferencesamongsteelfinishinglines（Ichniowskietal.1997）,callcenters（Batt1999）,airlines（Gittell2001）,banks（RichardandJohnson2004）andhightechnologyfirms（CollinsandClark2003）,thoughsomestudieshavefoundnoperformancedifferencesassociatedwithhumanresourcepractices（e.g.,CappelliandNeumark2001）.@#@Multiplelabelshavebeenappliedtothisbasicargument,includinghighperformanceworksystems,highcommitmentworksystems,highinvolvementworksystemsandhighperformancehumanresourcemanagement.Despitethesedifferentlabels,thecommonthreadunderlyingthemisthatorganizationscanachievehighperformancebyadoptingpracticesthatrecognizeandleverageemployees’abilitytocreatevalue.Thoughsomedisagreementremainsamongresearchers,itisgenerallyagreedthatthesepracticesincludeselection,training,mentoring,incentives,andknowledge-sharingmechanisms（HorganandMuhlau2006）,andthatthesepracticesaremosteffectivewhentheyareimplementedinbundlesduetotheircombinedeffectsonperformance（Batt1999,DunlopandWeil1996,Ichniowskietal.1997,Laursen2002,MacDuffie1995）.@#@Thereislessagreementhoweverregardingthecausalmechanismsthroughwhichhighperformanceworksystemsinfluenceperformanceoutcomes.Thetwodominantargumentsarebasedonhumancapitalandskillontheonehand,andmotivationandcommitmentontheotherhand.Inaddition,thereisanemergingviewthatemployee-employeerelationshipsconstituteathirdcausalmechanismthroughwhichhighperformanceworksystemsinfluenceperformanceoutcomes（DeleryandShaw2001）.Ratherthanfocusingprimarilyontheknowledgeandskillsofemployeesoronthecommitmentofemployeestotheirorganization,thisthirdviewfocusesonrelationshipsbetweenemployeesastheprimarycausalmechanismthatconnectshighperformanceworksystemsandperformance（e.g.,CollinsandClark2003,CollinsandSmith2006）.@#@Inthispaperweadoptthisthirdviewandproposeamodelofhighperformanceworksystemsinwhicheachcomponentworkpracticereachesacrossmultiplefunctionstoengageemployeesinacoordinatedeffort.Allofthehighperformanceworkpracticesidentifiedinthisstudyarefocusedonbuildingemployee-employeerelationships.Wearguethatthesehighperformanceworkpracticescontributetoperformancebysupportingthedevelopmentofrelationalcoordination,amutuallyreinforcingwebofcommunicationandrelationshipscarriedoutforthepurposeoftaskintegration（Gittell2002a）.@#@Wetestourmodelwithmulti-leveldatafromanine-hospitalstudyofpatientcareincludingadministratorinterviewstomeasureworkpractices,careprovidersurveystomeasurerelationalcoordinationandpatientsurveystomeasurepatientoutcomes.Weexploretheeffectsofthesehighperformanceworkpracticesonqualityandefficiencyoutcomesforpatients,andthemediationoftheseeffectsthroughrelationalcoordinationamongcareproviders.Hospitalsarenotoriousforoperatingwithwell-definedsiloswithturfbattlesbetweenthem,yetweexpectthatrelationalcoordinationislikelytobecriticalforachievingdesiredperformanceoutcomesinthissettingduetothehighlevelsoftaskinterdependence,uncertaintyandtimeconstraintsfoundthere（Gittelletal.2000）.Weexpectthesehighperformanceworkpracticestobeespeciallyvaluableinthisenvironmentforbridgingacrosstheboundariesthatexistbetweenthedistinctprofessionsthatareresponsibleforcarryingoutthework.@#@HumanCapitalandCommitmentModelsofHowHighPerformanceWorkSystemsWork@#@Modelsofhighperformanceworksystemsoftendrawuponhumancapitaltheory,whosecentralimplicationisthathumanresourcepracticescanimproveorganizationalperformancebyincreasingtheknowledgeandskillsofemployees（Becker1975）.Tobesuccessful,firmsmustinvestinandmaintaintheworkforcejustastheyinvestinandmaintainthecapitalinfrastructure.Researchershavefoundthatcompaniescanachievesustainedperformanceadvantagesbyleveragingtheknowledgeoftheiremployees.Highperformanceworksystemscanfosterthedevelopmentofhumancapitalintheformoffirm-specificidiosyncraticskills（Gibbert2006）,creatingaperformanceadvantagefororganizations（e.g.,FreidandHisrich1994,MacMillanetal.1987,TyebjeeandBruno1984）throughprocessessuchasincreasedemployeeproblemsolving（SnellandDean1992）,andimprovedcustomizationbyemployeesinserviceindustries（Batt2002）.@#@Othershavearguedthatinadditiontobuildingknowledgeandskillsofemployees,highperformanceworksystemsalsoworkbyenhancingthemotivationandcommitmentofemployees.Commitment-basedhumanresourcepracticescreateanorganizationalclimatethatmotivatesemployeestoactinthebestinterestoftheorganization,thusenhancingperformance（Appelbaumetal.2000,Arthur1992,Osterman1988,Rousseau1995）.Akeyargumentinthisliteratureisthathumanresourcepracticesbuildapsychologicalcontractbysignalingcommitmentbytheemployertoalong-termrelationship,inturnyieldinglong-termcommitmentfromtheemployee（Tsuietal.1997）.Consistentwiththisargument,studieshavefoundthatparticularworkpracticesareassociatedwithhigherlevelsofcommitment（e.g.,Tsuietal.1997,Whitener2001）,andthatcommitmentinturnispositivelyassociatedwithperformance.Inparticular,BowenandOstroff（2004）provideargumentssuggestingthatmotivationanddiscretionaryeffortunderlietheassociationbetweenhumanresourcepracticesandperformance,andaretriggeredbyastronghumanresourcesystem.Notethatthehumancapitalandcommitmentpathwaysarenotmutuallyexclusive.Althoughresearchandtheoryoftenfocusononeortheother,sometheoristshavearguedthathighperformanceworksystemscancontributetoperformancethroughbothpathways（e.g.,Appelbaumetal.2000）.@#@RelationalModelsofHowHighPerformanceWorkSystemsWork@#@Relationshipsbetweenemployeeshavealsobeentheorizedtoplayaroleinachievinghighlevelsoforganizationalperformance.Somescholarshavemadethisargumentbydrawingontheconceptoforganizationalsocialcapital,atypeofsocialcapitalthatexistsinandcanbedevelopedbyorganizationsasadistinctiveorganizationalcapabilityandsourceofcompetitiveadvantage（LeanaandVanBuren1999,NahapietandGhoshal1998）.Organizationalsocialcapitalhasbeenshowntoimproveperformancebyenablingemployeestoaccesstheresourcesthatareembeddedwithinagivennetworkandbyfacilitatingthetransferandsharingofknowledge（LevinandCross2004,TsaiandGhoshal1998）.@#@Othertheoristshavearguedfortheimportanceofemployee-employeerelationshipsforcoordinatingwork（Adleretal.2008,FarajandSproull2000,Gittell2000）,basedontheargumentthatcoordinationisthemanagementoftaskinterdependence（MaloneandCrowston1994）andthereforefundamentallyarelationalprocess（Bechky2006,FarajandSproull2000,Gittell2002b,WeickandRoberts1993）.Oneoftheserelationalperspectives–relationalcoordination–identifiesspecificdimensionsofrelationshipsthatareintegraltothecoordinationofwork.Accordingtothetheoryofrelationalcoordination,coordinationthatoccursthroughfrequent,highqualitycommunicationsupportedbyrelationshipsofsharedgoals,sharedknowledgeandmutualrespectenablesorganizationstobetterachievetheirdesiredoutcomes（Gittell2006）.Definedas“amutuallyreinforcingprocessofinteractionbetweencommunicationandrelationshipscarriedoutforthepurposeoftaskintegration”（Gittell2002a,p.301）,relationalcoordinationisatypeofemployee-employeerelationshipthatisparticularlyrelevantforcoordinatingworkthatishighlyinterdependent,uncertainandtime-constrained.@#@Substantialprogresshasbeenmadetowardidentifyingtheworkpracticesthroughwhichorganizationsinfluencethedevelopmentofemployee-employeerelationships.LeanaandVanBuren（1999）arguedthatstableemploymentrelationshipsandreciprocitynormsfacilitatetheformationofsocialcapitalamongemployees.EvansandDavis（2005）arguedthatworkpracticessuchasselectivestaffing,self-managedteams,decentralizeddecisionmaking,extensivetraining,flexiblejobassignments,opencommunication,andperformance-contingentcompensationinfluencemultipledimensionsofanorganization’ssocialstructure,includingthedevelopmentofbridgingties,normsofreciprocity,sharedmentalmodels,rolemakingandorganizationalcitizenshipbehavior.Gittell（2000）arguedthatworkpracticessuchasselectionforcross-function