High Performance Work Practices: An examination of adoption and impact in large Australian Organizations

Carol Gill, Melbourne Business School

Abstract

The Human Capital approach to Human Resource Management proposes that unlike traditional sources of competitive advantage, a quality, motivated workforce is a source of competitive advantage that is difficult for competitors to replicate. Research has indicated that High Commitment, Performance or Involvement Work Practices (HCWP) are a vehicle for creating such a workforce. Despite methodological problems, research to date points to a positive relationship between HCWP and organizational outcomes. There is little research data to explore how and why HCWP impact, and why if they are so successful, more organisations don’t adopt these practices. There is also little research on HCWP in Australia. This paper firstly examines the adoption of HCWP practices in Australia and considers the impact they have on employer and employee outcomes. This paper then examines the factors that contribute to the adoption of HCWP.