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Asia Pacific Journal of Human Resources
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High-performance work systems and organisational performance: Bridging theory and practice

Peter Boxall

University of Auckland, Auckland, New Zealand, p.boxall{at}auckland.ac.nz

Keith Macky

Auckland University of Technology, Auckland, New Zealand

This commentary paper explores the meaning and significance of high-performance work systems (HPWSs), an important topic in the debate around how to build a `high-skill' or `high-road' economy. Work reforms to increase the involvement of production or front-line service workers are at the heart of these systems, which are therefore more aptly called `high-involvement work systems' (HIWSs). While emphasising that the specific practices in such systems need to be customised to industry and occupational conditions, this paper outlines the core features of HIWSs, including the wider managerial and governance processes in which they are embedded. The paper goes on to explain how the literature in the HPWS area is making a valuable contribution to our understanding of the role of intervening management and employee variables in the performance of any kind of HR system. This underlines the value to any company concerned about its HR performance of looking at the chain of links that runs from management intentions through management practices and employee responses to organisational outcomes.

Key Words: high-performance work systems • high-involvement work systems

Asia Pacific Journal of Human Resources, Vol. 45, No. 3, 261-270 (2007)
DOI: 10.1177/1038411107082273.
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