High-Performance Work System and Employee Performance: Case Study at Koja Container Terminal
Journal of Contemporary Issues in Business and Government,
2021, Volume 27, Issue 3, Pages 2827-2842
10.47750/cibg.2021.27.03.340
Abstract
Container Terminal (TPK) Koja is a terminal intended for loading and unloading activities of goods, especially containers. Good employee performance will affect the quality of the process and loading and unloading services produced. This research is qualitative research with case studies on TPK Koja. The purpose of the research was to find out if a high-performance work system (HPWS) is good to be applied in TPK Koja and how HPWS role to the performance of TPK Koja employees. Calculate the weight of each KPI using the Analytical Hierarchy Process method and measure the value of performance achievement by scoring system method and evaluate performance measurement results with Traffic Light System. The results of the study showed HPWS had a positive impact on employee performance and the measurement results showed 15 HPWS KPIs were at the green level or within the specified target.
Keywords:
Main Subjects:
- Abbasi, S.G., Shabbir, M.S., Abbas, M., & Tahir, M.S. (2020). HPWS and knowledge sharing behavior: The role of psychological empowerment and organizational identification in public sector banks. Journal of Public Affairs, September. https://doi.org/10.1002/pa.2512
- Abdullah, M.I., Huang, D., Sarfraz, M., Ivascu, L., & Riaz, A. (2021). Effects of internal service quality on nurses’ job satisfaction, commitment and performance: Mediating role of employee well-being. Nursing Open, 8(2), 607–619. https://doi.org/10.1002/nop2.665
- Afsar, B. (2018). Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness, and turnover intentions in the hospitality industry. International Journal of Contemporary Hospitality Management, 30(3), 1436–1452. https://doi.org/10.1108/IJCHM-11-2016-0633
- Ahammad, M.F. (2015). Behavioral Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and Performance of Employees in Commercial Banks. Human Resource Management, 54. https://doi.org/10.1002/hrm.21668
- Ahmed, I., Sultana, I., Paul, S.K., & Azeem, A. (2013). Employee performance evaluation: A fuzzy approach. International Journal of Productivity and Performance Management, 62(7), 718–734. https://doi.org/10.1108/IJPPM-01-2013-0013
- Alfes, K., Veld, M., & Fürstenberg, N. (2020). The relationship between perceived high-performance work systems, combinations of human resource well-being, and human resource performance attributions and engagement. Human Resource Management Journal, June 2018. https://doi.org/10.1111/1748-8583.12310
- Allen, M.R. (2013). Human Resource Management, Employee Exchange Relationships, and Performance in Small Businesses. Human Resource Management, 52(2), 153–173. https://doi.org/10.1002/hrm.21523
- Ananthram, S. (2018). High-performance work systems and employee outcomes in Indian call centers: a mediation approach. Personnel Review, 47(4), 931–950. https://doi.org/10.1108/PR-09-2016-0239
- Andersén, J., & Andersén, A. (2019). Are high-performance work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment. Employee Relations, 41(5), 1046–1064. https://doi.org/10.1108/ER-03-2018-0080
- Ang, S.H. (2013). The effects of high-performance work systems on hospital employees’ work attitudes and intention to leave: A multi-level and occupational group analysis. International Journal of Human Resource Management, 24(16), 3086–3114. https://doi.org/10.1080/09585192.2013.775029
- Arefin, M.S., Alam, M. S., Islam, M.R., & Rahaman, M. (2019). High-performance work systems and job engagement: The mediating role of psychological empowerment. Cogent Business and Management, 6(1), 1–17. https://doi.org/10.1080/23311975.2019.1664204
- Armstrong, M. (2000). Performance Management : Key Strategies and Practical Guidelines (Second). Kogan Page Limited.
- Armstrong, M. (2010). Armstrong’s Essential Human Resource Management Practice; A guide to people Management (Vol. 5, Issue 1).
- Baik, K. (2019). The internal ecosystem of high-performance work system and employee service-providing capability: A contingency approach for service firms. Journal of Business Research, 104, 402–410. https://doi.org/10.1016/j.jbusres.2019.02.028
- Bajwa, J.K. (2016). Factors Affecting Employee Job Performance : With Special Reference To Banking Sector. Indian Journal of Applied Research, April, 114–117.
- Baker, T. (2014). The role of brand communications on front-line service employee beliefs, behaviors, and performance. Journal of the Academy of Marketing Science, 42(6), 642–657. https://doi.org/10.1007/s11747-014-0376-7
- Bendickson, J., Gur, F.A., & Taylor, E.C. (2018). Reducing environmental uncertainty: How high-performance work systems moderate the resource dependence-firm performance relationship. Canadian Journal of Administrative Sciences, 35(2), 252–264. https://doi.org/10.1002/cjas.1412
- Blackman, D., Buick, F., & O’Donnell, M. (2017). Why Performance Management Should Not Be Like Dieting*. Australian Journal of Public Administration, 76(4), 524–528. https://doi.org/10.1111/1467-8500.12238
- Bos-Nehles, A.C. (2013). Employee perceptions of line management performance: Applying the AMO theory to explain the effectiveness of line managers’ HRM implementation. Human Resource Management, 52(6), 861–877. https://doi.org/10.1002/hrm.21578
- Boxall, P. (2012). High-performance work systems: What, why, how, and for whom? Asia Pacific Journal of Human Resources, 50(2), 169–186. https://doi.org/10.1111/j.1744-7941.2011.00012.x
- Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77(May 2018), 64–75. https://doi.org/10.1016/j.ijhm.2018.06.014
- Camps, J. (2016). Individual Performance in Turbulent Environments: The Role of Organizational Learning Capability and Employee Flexibility. Human Resource Management, 55(3), 363–383. https://doi.org/10.1002/hrm.21741
- Cao, X., Guo, X., Vogel, D., & Zhang, X. (2016). Exploring the influence of social media on employee work performance. Internet Research, 26(2), 529–545. https://doi.org/10.1108/IntR-11-2014-0299
- Carter, M.Z. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942–958. https://doi.org/10.1002/job.1824
- Carvalho, V.S., & Chambel, M.J. (2014). Work-to-Family Enrichment and Employees’ Well-Being: High-Performance Work System and Job Characteristics. Social Indicators Research, 119(1), 373–387. https://doi.org/10.1007/s11205-013-0475-8
- Cascio, W. (2014). Leveraging employer branding, performance management, and human resource development to enhance employee retention. Human Resource Development International, 17(2), 121–128. https://doi.org/10.1080/13678868.2014.886443
- Chan, K. (2011). The trade-off of servicing empowerment on employees’ service performance: Examining the underlying motivation and workload mechanisms. Journal of the Academy of Marketing Science, 39(4), 609–628. https://doi.org/10.1007/s11747-011-0250-9
- Chang, Y.Y. (2015). A multilevel examination of high-performance work systems and unit-level organizational ambidexterity. Human Resource Management Journal, 25(1), 79–101. https://doi.org/10.1111/1748-8583.12061
- Charbonnier-Voirin, A., & Roussel, P. (2012). Adaptive performance: A new scale to measure individual performance in organizations. Canadian Journal of Administrative Sciences, 29(3), 280–293. https://doi.org/10.1002/CJAS.232
- Chen, M., Lyu, Y., Li, Y., Zhou, X., & Li, W. (2017). The Impact of High-Commitment HR Practices on Hotel Employees’ Proactive Customer Service Performance. Cornell Hospitality Quarterly, 58(1), 94–107. https://doi.org/10.1177/1938965516649053
- Chen, X.P., Eberly, M.B., Chiang, T.J., Farh, J.L., & Cheng, B.S. (2014). Affective Trust in Chinese Leaders: Linking Paternalistic Leadership to Employee Performance. Journal of Management, 40(3), 796–819. https://doi.org/10.1177/0149206311410604
- Chen, Z. (2012). Chinese hotel employees in the smiling masks: roles of job satisfaction, burnout, and supervisory support in relationships between emotional labor and performance. International Journal of Human Resource Management, 23(4), 826–845. https://doi.org/10.1080/09585192.2011.579918
- Chi, N.W., & Lin, C.Y.Y. (2011). Beyond the High-Performance Paradigm: Exploring the Curvilinear Relationship between High-Performance Work Systems and Organizational Performance in Taiwanese Manufacturing Firms. British Journal of Industrial Relations, 49(3), 486–514. https://doi.org/10.1111/j.1467-8543.2010.00778.x
- Cho, M., Bonn, M.A., Han, S.J., & Lee, K.H. (2016). Workplace incivility and its effect upon restaurant frontline service employee emotions and service performance. International Journal of Contemporary Hospitality Management, 28(12), 2888–2912. https://doi.org/10.1108/IJCHM-04-2015-0205
- Ciobanu, A. (2019). An integrated psycho-sociological perspective on public employees’ motivation and performance. Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.00036
- Colquitt, J.A., Lepine, J.A., & Wesson, M.J. (2015). Organizational Behavior, Improving Performance and Commitment in Work Place. In Mc. McGraw-Hill Education.
- Cooke, F.L., Cooper, B., Bartram, T., Wang, J., & Mei, H. (2019). Mapping the relationships between high-performance work systems, employee resilience, and engagement: a study of the banking industry in China. International Journal of Human Resource Management, 30(8), 1239–1260. https://doi.org/10.1080/09585192.2015.1137618
- Cooper, B., Wang, J., Bartram, T., & Cooke, F.L. (2019). Well-being-oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience. Human Resource Management, 58(1), 85–97. https://doi.org/10.1002/hrm.21934
- Cording, M., Harrison, J.S., Hoskisson, R.E., & Jonsen, K. (2014). Walking the talk: A multistakeholder exploration of organizational authenticity, employee productivity, and post-merger performance. Academy of Management Perspectives, 28(1), 38–56. https://doi.org/10.5465/amp.2013.0002
- Dastmalchian, A. (2020). High-performance work systems and organizational performance across societal cultures. Journal of International Business Studies, 51(3), 353–388. https://doi.org/10.1057/s41267-019-00295-9
- de Reuver, R., Van de Voorde, K., & Kilroy, S. (2019). When do bundles of high-performance work systems reduce employee absenteeism? The moderating role of workload. International Journal of Human Resource Management, 0(0), 1–21. https://doi.org/10.1080/09585192.2019.1616594
- Decramer, A. (2013). Employee performance management culture and system features in higher education: Relationship with employee performance management satisfaction. International Journal of Human Resource Management, 24(2), 352–371. https://doi.org/10.1080/09585192.2012.680602
- Demirbag, M. (2016). Adoption of High-Performance Work Systems by Local Subsidiaries of Developed Country and Turkish MNEs and Indigenous Firms in Turkey. Human Resource Management, 55(6), 1001–1024. https://doi.org/10.1002/hrm.21706
- Devonish, D. (2013). Workplace bullying, employee performance, and behaviors: The mediating role of psychological well-being. Employee Relations, 35(6), 630–647. https://doi.org/10.1108/ER-01-2013-0004
- Do, H. (2019). High-performance work system practices in Vietnam: a study of managers’ perceptions. Journal of Organizational Effectiveness, 6(3), 145–160. https://doi.org/10.1108/JOEPP-07-2018-0048
- Efendi, R., & Hanoum, S. (2012). Pengukuran Performansi Corporate Shared Service (Departemen Information Technology) PT . PERTAMINA (Persero) dengan Menggunakan Kerangka IT Scorecard (Studi Kasus : IT Marketing and Trading Surabaya) Abstrak. Institut Teknologi Sepuluh Nopember.
- Ellinger, A.D., Ellinger, A.E., Bachrach, D.G., Wang, Y.L., & Baş, A.B.E. (2011). Organizational investments in social capital, managerial coaching, and employee work-related performance. Management Learning, 42(1), 67–85. https://doi.org/10.1177/1350507610384329
- Ellinger, A.E., Musgrove, C.C.F., Ellinger, A.D., Bachrach, D.G., Elmadaǧ Baş, A.B., & Wang, Y.L. (2013). Influences of organizational investments in social capital on service employee commitment and performance. Journal of Business Research, 66(8), 1124–1133. https://doi.org/10.1016/j.jbusres.2012.03.008
- Escribá-Carda, N., Balbastre-Benavent, F., & Teresa Canet-Giner, M. (2017). Employees’ perceptions of high-performance work systems and innovative behavior: The role of exploratory learning. European Management Journal, 35(2), 273–281. https://doi.org/10.1016/j.emj.2016.11.002
- Evans, W.R., & Davis, W.D. (2015). High-Performance Work Systems as an Initiator of Employee Proactivity and Flexible Work Processes. Organization Management Journal, 12(2), 64–74. https://doi.org/10.1080/15416518.2014.1001055
- Fan, D. (2014). Influence of high-performance work systems on employee subjective well-being and job burnout: empirical evidence from the Chinese healthcare sector. International Journal of Human Resource Management, 25(7), 931–950. https://doi.org/10.1080/09585192.2014.876740
- Fan, X. (2018). Where there is light, there is dark: a dual-process model of high-performance work systems in the eyes of employees. Frontiers of Business Research in China, 12(1). https://doi.org/10.1186/s11782-018-0042-x
- Fernandez, S. (2013). Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model. Public Administration Review, 73(3), 490–506. https://doi.org/10.1111/puar.12049
- García-Chas, R. (2016). High-performance work systems and job satisfaction: a multilevel model. Journal of Managerial Psychology, 31(2), 451–466. https://doi.org/10.1108/JMP-04-2013-0127
- Gieter, S. De. (2015). How to reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach. Human Resource Management Journal, 25(2), 200–216. https://doi.org/10.1111/1748-8583.12072
- Gong, Y. (2013). Core Knowledge Employee Creativity and Firm Performance: The Moderating Role of Riskiness Orientation, Firm Size, and Realized Absorptive Capacity. Personnel Psychology, 66(2), 443–482. https://doi.org/10.1111/peps.12024
- Gong, Yaping, Chang, S., & Cheung, S. Y. (2010). High-performance work system and collective OCB: A collective social exchange perspective. Human Resource Management Journal, 20(2), 119–137. https://doi.org/10.1111/j.1748-8583.2010.00123.x
- Gong, Yaping, Wang, M., Huang, J.C., & Cheung, S.Y. (2017). Toward a Goal Orientation–Based Feedback-Seeking Typology: Implications for Employee Performance Outcomes. Journal of Management, 43(4), 1234–1260. https://doi.org/10.1177/0149206314551797
- Grigoroudis, E., Tsitsiridi, E., & Zopounidis, C. (2013). Linking customer satisfaction, employee appraisal, and business performance: An evaluation methodology in the banking sector. Annals of Operations Research, 205(1), 5–27. https://doi.org/10.1007/s10479-012-1206-2
- Groen, B. (2012). Why do employees take more initiatives to improve their performance after co-developing performance measures? A field study. Management Accounting Research, 23(2), 120–141. https://doi.org/10.1016/j.mar.2012.01.001
- Gupta, S., & Kumar, V. (2013). Sustainability as the corporate culture of a brand for superior performance. Journal of World Business, 48(3), 311–320. https://doi.org/10.1016/j.jwb.2012.07.015
- Hale, J. (2004). Performance-Based Management (D. K. Matthew Davis (ed.)). Pfeiffer.
- Han, J.H., Kang, S., Oh, I.S., Kehoe, R.R., & Lepak, D P. (2016). The Goldilocks Effect of Strategic Human Resource Management ? Optimizing the Benefits of a High-Performance Work System through the Dual Alignment of The Goldilocks Effect of Strategic Human Resource Management ? Optimizing the Benefits of a High Perform. Academy of Management Journal, 62(5), 1–55.
- Hassan, S.I.U., & Din, B.H. (2019). The mediating effect of knowledge sharing among intrinsic motivation, high-performance work system, and authentic leadership on university faculty members’ creativity. Management Science Letters, 9(6), 887–898. https://doi.org/10.5267/j.msl.2019.2.013
- Hausknecht, J.P. (2013). When does employee turnover matter? Dynamic member configurations, productive capacity, and collective performance. Organization Science, 24(1), 210–225. https://doi.org/10.1287/orsc.1110.0720
- He, C., Gu, J., & Liu, H. (2018). How do department high-performance work systems affect creative performance? a cross-level approach. Asia Pacific Journal of Human Resources, 56(3), 402–426. https://doi.org/10.1111/1744-7941.12156
- Heffernan, M., & Dundon, T. (2016). Cross-level effects of high-performance work systems (HPWS) and employee well-being: The mediating effect of organizational justice. Human Resource Management Journal, 26(2), 211–231. https://doi.org/10.1111/1748-8583.12095
- Huang, Y., Ma, Z., & Meng, Y. (2018). High-performance work systems and employee engagement: empirical evidence from China. Asia Pacific Journal of Human Resources, 56(3), 341–359. https://doi.org/10.1111/1744-7941.12140
- Hui, S. (2015). Trouble sleeping associated with lower work performance and greater health care costs: Longitudinal data from Kansas state employee wellness program. Journal of Occupational and Environmental Medicine, 57(10), 1031–1038. https://doi.org/10.1097/JOM.0000000000000534
- Imran, R., Shabbir, M.S., & Mahmood, A. (2020). High-performance work system: An important link between transformational leadership and job performance. Polish Journal of Management Studies, 22(1), 217–230. https://doi.org/10.17512/pjms.2020.22.1.14
- Iverson, R. (2011). The effects of downsizing on labor productivity: The value of showing consideration for employees’ morale and welfare in high-performance work systems. Human Resource Management, 50(1), 29–44. https://doi.org/10.1002/hrm.20407
- J., A. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308–323. https://doi.org/10.1108/IJPPM-01-2013-0008
- Jeong, D. Y., & Choi, M. (2016). The impact of high-performance work systems on firm performance: The moderating effects of the human resource function’s influence. Journal of Management and Organization, 22(3), 328–348. https://doi.org/10.1017/jmo.2015.38
- Jerónimo, H.M., de Lacerda, T.C., & Henriques, P.L. (2020). From Sustainable HRM to Employee Performance: A Complex and Intertwined Road. European Management Review, 17(4), 871–884. https://doi.org/10.1111/emre.12402
- Ji, L., Huang, J., Liu, Z., Zhu, H., & Cai, Z. (2012). (Bertolotti, Mauro Catellani, Patrizia, 2014). International Journal of Human Resource Management, 23(14), 2995–3008.
- Jian, Z. (2012). Abusive supervision and frontline employees’ service performance. Service Industries Journal, 32(5), 683–698. https://doi.org/10.1080/02642069.2011.614338
- Jiang, J.Y., & Liu, C.W. (2015). High-performance work systems and organizational effectiveness: The mediating role of social capital. Human Resource Management Review, 25(1), 126–137. https://doi.org/10.1016/j.hrmr.2014.09.001
- Jiang, K. (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22(2), 73–85. https://doi.org/10.1016/j.hrmr.2011.11.005
- Jo, H., Aryee, S., Hsiung, H.H., & Guest, D. (2020). Fostering mutual gains: Explaining the influence of high-performance work systems and leadership on psychological health and service performance. Human Resource Management Journal, 30(2), 198–225. https://doi.org/10.1111/1748-8583.12256
- Karatepe, O.M. (2016). The mediating role of work engagement in the relationship between high-performance work practices and job outcomes of employees in Nigeria. International Journal of Contemporary Hospitality Management, 28(10), 2350–2371. https://doi.org/10.1108/IJCHM-03-2015-0145
- Kim, K., Ok, C., Kang, S.C., Bae, J., & Kwon, K. (2021). High-performance work systems with internal and external contingencies: The moderating roles of organizational slack and industry instability. Human Resource Management, 60(3), 415–433. https://doi.org/10.1002/hrm.22030
- Kim, K.Y., Messersmith, J.G., & Allen, D.G. (2020). Are they worth it? Warmth and competence perceptions influence the investment of slack resources and the efficacy of HPWS. Personnel Psychology, August, 1–30. https://doi.org/10.1111/peps.12421
- Kim, M.S., & Koo, D.W. (2017). Linking LMX, engagement, innovative behavior, and job performance in hotel employees. International Journal of Contemporary Hospitality Management, 29(12), 3044–3062. https://doi.org/10.1108/IJCHM-06-2016-0319
- Kim, Y.H., Kim, Y., Kim, A., Han, K., & Lepak, D.P. (2018). High-performance work systems as a remedy for growing pains: evidence from South Korean organizations. Asia Pacific Journal of Human Resources, 56(3), 293–316. https://doi.org/10.1111/1744-7941.12179
- Kloutsiniotis, P.V. (2020). Is it worth it? Linking perceived high-performance work systems and emotional exhaustion: The mediating role of job demands and job resources. European Management Journal, 38(4), 565–579. https://doi.org/10.1016/j.emj.2019.12.012
- Korschun, D. (2014). Corporate social responsibility, customer orientation, and the job performance of frontline employees. Journal of Marketing, 78(3), 20–37. https://doi.org/10.1509/jm.11.0245
- Li, H., Jin, H., & Chen, T. (2020). Linking Proactive Personality to Creative Performance: The Role of Job Crafting and High-Involvement Work Systems. Journal of Creative Behavior, 54(1), 196–210. https://doi.org/10.1002/jocb.355
- Liu, F., Chow, I.H.S., Zhu, W., & Chen, W. (2020). The paradoxical mechanisms of high-performance work systems (HPWSs) on perceived workload: A dual-path mediation model. Human Resource Management Journal, 30(2), 278–292. https://doi.org/10.1111/1748-8583.12277
- Loi, R. (2011). The interaction between leader-member exchange and perceived job security in predicting employee altruism and work performance. Journal of Occupational and Organizational Psychology, 84(4), 669–685. https://doi.org/10.1348/096317910X510468
- Marin-Garcia, J.A., & Bonavia, T. (2015). Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry. International Journal of Production Research, 53(11), 3260–3275. https://doi.org/10.1080/00207543.2014.975852
- Maroufkhani, P. (2015). High-performance work systems and school effectiveness: the case of Malaysian secondary schools. Asia Pacific Education Review, 16(3), 461–475. https://doi.org/10.1007/s12564-015-9389-2
- Martinaityte, I. (2019). Delighting the Customer: Creativity-Oriented High-Performance Work Systems, Frontline Employee Creative Performance, and Customer Satisfaction. Journal of Management, 45(2), 728–751. https://doi.org/10.1177/0149206316672532
- Menguc, B., Auh, S., Katsikeas, C. S., & Jung, Y. S. (2016). When does (Mis)Fit in customer orientation matter for frontline employees’ job satisfaction and performance? Journal of Marketing, 80(1), 65–83. https://doi.org/10.1509/jm.15.0327
- Messersmith, J.G., Kim, K.Y., & Patel, P.C. (2018). Pulling in different directions? Exploring the relationship between vertical pay dispersion and high-performance work systems. Human Resource Management, 57(1), 127–143. https://doi.org/10.1002/hrm.21846
- Miao, R. (2020). The high-performance work system, employee voice, and innovative behavior: The moderating role of psychological safety. International Journal of Environmental Research and Public Health, 17(4). https://doi.org/10.3390/ijerph17041150
- Michaelis, B., Wagner, J.D., & Schweizer, L. (2015). Knowledge is a key in the relationship between high-performance work systems and workforce productivity. Journal of Business Research, 68(5), 1035–1044. https://doi.org/10.1016/j.jbusres.2014.10.005
- Mihail, D. (2016). The effects of high-performance work systems on hospital employees’ work-related well-being: Evidence from Greece. European Management Journal, 34(4), 424–438. https://doi.org/10.1016/j.emj.2016.01.005
- Mo, S., & Shi, J. (2017). Linking Ethical Leadership to Employee Burnout, Workplace Deviance, and Performance: Testing the Mediating Roles of Trust in Leader and Surface Acting. Journal of Business Ethics, 144(2), 293–303. https://doi.org/10.1007/s10551-015-2821-z
- Mohr, D.C., Young, G.J., & Burgess, J.F. (2012). Employee turnover and operational performance: The moderating effect of group-oriented organizational culture. Human Resource Management Journal, 22(2), 216–233. https://doi.org/10.1111/j.1748-8583.2010.00159.x
- Muda, I., Rafiki, A., & Harahap, M. R. (2014). Factors Influencing Employees ’ Performance : A Study on the Islamic Banks in Islamic Science University of the Malaysia University of North Sumatera. International Journal of Business and Social Science, 5(2), 73–81.
- Muduli, A. (2016). High-Performance Work System in India: Examining the Role of Employee Engagement. Journal of Asia-Pacific Business, 17(2), 130–150. https://doi.org/10.1080/10599231.2016.1166021
- Muhammad Aleem. (2012). An empirical investigation of human resource practices: A study of autonomous medical institution employees in Punjab, Pakistan. African Journal of Business Management, 6(21), 6390–6400. https://doi.org/10.5897/ajbm11.2093
- Murphy, K.R. (2020). Performance evaluation will not die, but it should. Human Resource Management Journal, 30(1), 13–31. https://doi.org/10.1111/1748-8583.12259
- Nerstad, C.G.L., Richardsen, A.M., & Roberts, G.C. (2018). Who are the high achievers at work? Perceived motivational climate, goal orientation profiles, and work performance. Scandinavian Journal of Psychology, 59(6), 661–677. https://doi.org/10.1111/sjop.12490
- Ouakouak, M.L., & Ouedraogo, N. (2013). The mediating role of employee strategic alignment in the relationship between rational strategic planning and firm performance: A European study. Canadian Journal of Administrative Sciences, 30(3), 143–158. https://doi.org/10.1002/cjas.1259
- Pak, J., & Kim, S. (2018). Team Manager’s Implementation, High-Performance Work Systems Intensity, and Performance: A Multilevel Investigation. Journal of Management, 44(7), 2690–2715. https://doi.org/10.1177/0149206316646829
- Palaiologos, A. (2011). Organizational justice and employee satisfaction in performance appraisal. Journal of European Industrial Training, 35(8), 826–840. https://doi.org/10.1108/03090591111168348
- Papa, A. (2018). Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices. Journal of Knowledge Management, 24(3), 589–605. https://doi.org/10.1108/JKM-09-2017-0391
- Patel, P.C., & Conklin, B. (2012). Perceived Labor Productivity in Small Firms-The Effects of High-Performance Work Systems and Group Culture Through Employee Retention. Entrepreneurship: Theory and Practice, 36(2), 205–235. https://doi.org/10.1111/j.1540-6520.2010.00404.x
- Peterson, S.J. (2011). Psychological capital and employee performance: A latent growth modeling approach. Personnel Psychology, 64(2), 427–450. https://doi.org/10.1111/j.1744-6570.2011.01215.x
- Piening, E.P. (2013). The relationship between employees’ perceptions of human resource systems and organizational performance: Examining mediating mechanisms and temporal dynamics. Journal of Applied Psychology, 98(6), 926–947. https://doi.org/10.1037/a0033925
- Pratapa, Y. (2021). Kinerja Karyawan KSO TPK Koja:Hasil Wawancara Pribadi. KSO Terminal Petikemas Koja.
- Presslee, A. (2013). The effects of reward type on employee goal setting, goal commitment, and performance. Accounting Review, 88(5), 1805–1831. https://doi.org/10.2308/accr-50480
- Qiao, K., Wang, X., & Wei, L.Q. (2015). Determinants of high-performance work systems in small and medium-sized private enterprises in China. Asia Pacific Journal of Human Resources, 53(2), 185–203. https://doi.org/10.1111/1744-7941.12038
- Rana, F.A., & Javed, U. (2017). High-performance work systems, job demands, and employee well-being in Pakistan’s insurance industry. Global Business and Organizational Excellence, 37(1), 48–58. https://doi.org/10.1002/joe.21828
- Raub, S. (2012). Doing the right thing without being told: Joint effects of initiative climate and general self-efficacy on employee proactive customer service performance. Journal of Applied Psychology, 97(3), 651–667. https://doi.org/10.1037/a0026736
- Raymond A. Noe. (2010). Employee Training and Development (Fifth). McGraw-Hill/Irwin.
- Reb, J., Narayanan, J., & Chaturvedi, S. (2014). Leading Mindfully: Two Studies on the Influence of Supervisor Trait Mindfulness on Employee Well-Being and Performance. Mindfulness, 5(1), 36–45. https://doi.org/10.1007/s12671-012-0144-z
- Rhee, S.Y., Oh, H.J., & Yu, G.J. (2018). High-performance work systems and firm capabilities in Korea: a fit perspective with organizational culture. Asia Pacific Journal of Human Resources, 56(3), 317–340. https://doi.org/10.1111/1744-7941.12134
- Riaz, S. (2016). High-Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan. Public Organization Review, 16(4), 421–442. https://doi.org/10.1007/s11115-015-0315-1
- Salin, D., & Notelaers, G. (2020). Friend or foe? The impact of high-performance work practices on workplace bullying. Human Resource Management Journal, 30(2), 312–326. https://doi.org/10.1111/1748-8583.12281
- Sanders, K., Yang, H., & Li, X. (2019). Quality enhancement or cost reduction? The influence of high-performance work systems and power distance orientation on employee human resource attributions. International Journal of Human Resource Management, 0(0), 1–28. https://doi.org/10.1080/09585192.2019.1675740
- Sasmia Arya Nurmita. (2010). Human Resources Scorecard (Studi Kasus Pada Departemen Produksi PT . Kubota Indonesia). 5.
- Shahriari, M., Abzari, M., Isfahani, A. N., & Kianpour, M. (2018). The effect of high-performance work systems on radical innovation in knowledge-based companies through moderating role of innovation capabilities. International Journal of Business Excellence, 16(3), 269–285. https://doi.org/10.1504/IJBEX.2018.095635
- Shantz, A. (2013). The role of employee engagement in the relationship between job design and task performance, citizenship, and deviant behaviors. International Journal of Human Resource Management, 24(13), 2608–2627. https://doi.org/10.1080/09585192.2012.744334
- Shin, E. (2014). Unions and the adoption of high-performance work systems in Korea: moderating roles of firms’ competitive strategies. International Journal of Human Resource Management, 25(13), 1858–1880. https://doi.org/10.1080/09585192.2013.860386
- Siddique, M. (2019). The role of relational coordination in the relationship between high-performance work systems (HPWS) and organizational performance. Journal of Organizational Effectiveness, 6(4), 246–266. https://doi.org/10.1108/JOEPP-04-2018-0029
- Singh, A. (2016). Adoption and correlates of Western concepts of high-performance work system in the IT industry in India. International Journal of Organizational Analysis, 24(4), 550–572. https://doi.org/10.1108/IJOA-01-2015-0837
- Steigenberger, N. (2013). Power shifts in organizations: The role of high-performance work systems. International Journal of Human Resource Management, 24(6), 1165–1185. https://doi.org/10.1080/09585192.2012.706817
- Stenus Jacub. (2021). Kinerja Karyawan KSO TPK Koja:Hasil Wawancara Pribadi. KSO Terminal Petikemas Koja.
- Stirpe, L., Bonache, J., & Revilla, A. (2014). Differentiating the workforce: The performance effects of using contingent labor in a context of high-performance work systems. Journal of Business Research, 67(7), 1334–1341. https://doi.org/10.1016/j.jbusres.2013.09.001
- Stirpe, L., Trullen, J., & Bonache, J. (2018). Retaining an aging workforce: The effects of high-performance work systems and flexible work programs. Human Resource Management Journal, 28(4), 585–604. https://doi.org/10.1111/1748-8583.12205
- Sung, S.Y., & Choi, J.N. (2018). Effects of training and development on employee outcomes and firm innovative performance: Moderating roles of voluntary participation and evaluation. Human Resource Management, 57(6), 1339–1353. https://doi.org/10.1002/hrm.21909
- Tang, G., Yu, B., Cooke, F.L., & Chen, Y. (2017). High-performance work system and employee creativity: The roles of perceived organizational support and devolved management. Personnel Review, 46(7), 1318–1334. https://doi.org/10.1108/PR-09-2016-0235
- Tews, M.J., Michel, J.W., & Stafford, K. (2013). Does Fun Pay? The Impact of Workplace Fun on Employee Turnover and Performance. Cornell Hospitality Quarterly, 54(4), 370–382. https://doi.org/10.1177/1938965513505355
- Torre, E. Della, & Solari, L. (2011). High-performance work systems, technological innovations and firm performance in SME: Evidence from Italy. International Journal of Entrepreneurial Venturing, 3(4), 375–391. https://doi.org/10.1504/IJEV.2011.043384
- Tregaskis, O., Daniels, K., Glover, L., Butler, P., & Meyer, M. (2013). High-Performance Work Practices and Firm Performance: A Longitudinal Case Study. British Journal of Management, 24(2), 225–244. https://doi.org/10.1111/j.1467-8551.2011.00800.x
- Turner, N. (2012). Job Demands-Control-Support model and employee safety performance. Accident Analysis and Prevention, 45, 811–817. https://doi.org/10.1016/j.aap.2011.07.005
- Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62–78. https://doi.org/10.1111/1748-8583.12062
- Vidyarthi, P. (2014). Do emotionally perceptive leaders motivate higher employee performance? The moderating role of task interdependence and power distance. Leadership Quarterly, 25(2), 232–244. https://doi.org/10.1016/j.leaqua.2013.08.003
- Wang, C. (2019). Employee-experienced High-performance Work Systems in Facilitating Employee Helping and Voice: The Role of Employees’ Proximal Perceptions and Trust in the Supervisor. Human Performance, 32(2), 69–91. https://doi.org/10.1080/08959285.2019.1587765
- Wang, D. (2013). Does intellectual capital matter? High-performance work systems and bilateral innovative capabilities. International Journal of Manpower, 34(8), 861–879. https://doi.org/10.1108/IJM-07-2013-0167
- Wang, T., Thornhill, S., & Zhao, B. (2018). Pay-for-Performance, Employee Participation, and SME Performance. Journal of Small Business Management, 56(3), 412–434. https://doi.org/10.1111/jsbm.12268
- Wattoo, M.A., Zhao, S., & Xi, M. (2020). High-performance work systems and work-family interface: job autonomy and self-efficacy as mediators. Asia Pacific Journal of Human Resources, 58(1), 128–148. https://doi.org/10.1111/1744-7941.12231
- Werner, S. (2011). High-performance work systems in the global context: A commentary essay. Journal of Business Research, 64(8), 919–921. https://doi.org/10.1016/j.jbusres.2010.09.002
- Wibowo. (2014). Manajemen Kinerja (Empat). RajaGrafindo Persada.
- Wu, N., Hoque, K., Bacon, N., & Bou Llusar, J.C. (2015). High-performance work systems and workplace performance in small, medium-sized, and large firms. Human Resource Management Journal, 25(4), 408–423. https://doi.org/10.1111/1748-8583.12084
- Yanadori, Y., & van Jaarsveld, D.D. (2014). The relationships of informal high-performance work practices to job satisfaction and workplace profitability. Industrial Relations, 53(3), 501–534. https://doi.org/10.1111/irel.12066
- Yang, W., Nawakitphaitoon, K., Huang, W., Harney, B., Gollan, P.J., & Xu, C.Y. (2019). Towards better work in China: mapping the relationships between high-performance work systems, trade unions, and employee well-being. Asia Pacific Journal of Human Resources, 57(4), 553–576. https://doi.org/10.1111/1744-7941.12205
- Zacher, H., Robinson, A. J., & Rosing, K. (2016). Ambidextrous Leadership and Employees’ Self-Reported Innovative Performance: The Role of Exploration and Exploitation Behaviors. Journal of Creative Behavior, 50(1), 24–46. https://doi.org/10.1002/jocb.66
- Zhang, B. (2014). High-performance work systems and organizational performance: Testing the mediation role of employee outcomes using evidence from PR China. International Journal of Human Resource Management, 25(1), 68–90. https://doi.org/10.1080/09585192.2013.781524
- Zhang, J., Bal, P.M., Akhtar, M.N., Long, L., Zhang, Y., & Ma, Z. (2019). High-performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality. Asia Pacific Journal of Human Resources, 57(3), 369–395. https://doi.org/10.1111/1744-7941.12199
- Zhang, M. (2014). High-Performance Work Systems, Corporate Social Performance, and Employee Outcomes: Exploring the Missing Links. Journal of Business Ethics, 120(3), 423–435. https://doi.org/10.1007/s10551-013-1672-8
- Zhang, Mingqiong, Zhu, C.J., Dowling, P.J., & Bartram, T. (2013). Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees. International Journal of Human Resource Management, 24(16), 3196–3212. https://doi.org/10.1080/09585192.2013.775026
- Zhou, Y., Fan, X., & Son, J. (2019). How and when matter: Exploring the interaction effects of high-performance work systems, employee participation, and human capital on organizational innovation. Human Resource Management, 58(3), 253–268. https://doi.org/10.1002/hrm.21950
- Article View: 244
- PDF Download: 226