High-performance-work-practices (HPWP) within high-performance-work-organisations (HPWO) in developed country economies have been well documented. Within the emerging Indian economy, the private sector has been witnessing an increase in such practices. However high performing Indian public-sector-undertakings (PSU's) have not been evaluated or tested for these practices. This paper aims to fill this void. Empirical research was conducted in two successful Indian PSU case-study organisations, using qualitative methods and with respondents comprising both employees and management. The seven HPWP's of successful organisations, prescribed by Pfeffer, (1998) were chosen to evaluate against practices in the two case-study organisations. It was found that aspects of all seven HPWP's were prevalent in both organisations, albeit in varying levels and novel ways. Thus I argue that a combined management strategy of high commitment (HCM), involvement (HIM) and performance (HPWS) led to the case-study organisations being successful and producing profits through its people.
|Publication status||Published - 19 Dec 2011|
|Event||2nd Indian Academy of Management Conference 2011 - Indian Institute of Management, Bangalore, India|
Duration: 18 Dec 2011 → 20 Dec 2011
|Conference||2nd Indian Academy of Management Conference 2011|
|City||Indian Institute of Management, Bangalore|
|Period||18/12/11 → 20/12/11|