THE IMPACT OF HIGH-PERFORMANCE WORK SYSTEM PRACTICES ON EMPLOYEE PERFORMANCE

Abstract

In these times, purposeful organizations are more likely to create significant long-term value, leading to better financial performance, greater employee engagement, and greater customer trust (Komm, Pollner, Schaninger, and Sikka, 2021). According to the authors, a lot of attention is paid to the role of human resources management and what result it creates in the organization. A key factor in the success of today’s organization is competent employees in which proper investment is required in order to get the desired performance results. Armstrong (2010) presents the concept of a high-performance work system, emphasizing that a high-performance work system becomes a tool that determines the effective performance results of both individual employees and the organization as a whole. In the article, the problematics of the research of the influence of highperformance work system practices on the performance results of employees is revealed, and the theoretical approach to the influence of highperformance work system practices on employee performance is conceptualized. Based on the constructed theoretical model, the research methodology of the influence of high-performance work system practices on the performance results of employees is based, and the methodology has been developed and the influence of high-performance work system practices on the performance results of employees has been empirically evaluated. Based on the results of a quantitative research (n=476), a model of high-performance work system practices influencing employee performance was adjusted, which includes three practices: recruitment and selection; reward policy; the results of employee performance evaluation, task performance, and adaptive performance. This model can be implemented in organizations to improve employee performance by ensuring high employee productivity.