Introduction
High Performance Work Practices
Organizational performance is an area that gained much attention within the past two decades. Different markets and sectors have become extremely competitive. This development compels firms to focus on the best practices that can foster performance and ensure superior products or services are available to more customers. The greatest predicament for many senior most leaders in corporations has been how to promote high performance behaviors or cultures. Wickramasinghe and Liyanage (2013) believe strongly that the right path towards establishing effective working environments should begin by understanding the diverse needs of different employees. In the United Arab Emirates (UAE), high performance has been taken seriously than ever before. The number of companies implementing evidence-based strategies to maximize productivity has been on the rise. Most of the firms in the UAE promoting the use of these initiatives have managed to record positive results. This scenario shows conclusively that more entrepreneurs and managers in the UAE will be ready to implement similar practices in an attempt to achieve their objectives.
The undertaken exercise was aimed at analyzing the frequency at which different firms in the UAE were adopting or embracing the power of high performance work practices (HPWPs). Arachchige and Robertson (2015) define HPWPs as human resource (HR) processes or initiatives aimed at empowering different employees to deliver the intended organizational aims. Unfortunately, many firms are yet to realize the benefits and gains associated with HPWPs (Arachchige & Robertson 2015). Many scholars acknowledge that the implementation of evidence-based practices is an evidence-based process capable of improving the welfare of more workers. The scheme can also maximize a firm’s productivity. It also creates room for effective decision-making, collaboration, and problem-solving, thereby fostering the concept of teamwork.
Several HPWPs were associated with different firms in the region. The respondents indicated clearly that their corporations were keen to embrace the most appropriate workplace practices. In different firms, it was observed that the HPWP agenda was viewed as a managerial tool that has the potential to influence positive behaviors and increase business productivity. Arachchige and Robertson (2015) acknowledge that the use of these practices can result in appreciable outcomes such as employee engagement, increased profits, and high productivity. The selected participants acknowledged that specific practices were taken seriously to deliver high-quality results. The first high performance practice outlined by the respondents is the use of appraisal programs. The use of leadership development and mentoring approaches contributed to the HPWP agenda in the targeted firms. Training programs were presented to ensure the employees were guided to pursue specific goals. Reward systems were observed during the study. Job reviews were undertaken in a timely manner to pinpoint areas for improvement, address emerging challenges, and outline the most appropriate strategies to improve performance.
Literature Review
Sarikwal and Gupta (2014) indicate that the implementation of high performance practices in a given working environment is not a new process in the field of business management. Firms that utilize such strategies create better workforces capable of focusing on the outlined aims and purposes. These practices are implemented in a complementary manner depending on the needs or expectations of the employees. Ghafoor and Quresh (2013) believe strongly that the implementation of HPWPs can sanction workers to develop better ideas and manage their duties efficiently. The individuals will be heartened to come up with operational decisions that have the potential to transform organizational effectiveness.
The identified practices such as creation of innovation programs, training, and on-boarding strategies guide different people to be aware of their unique roles and duties (Wickramasinghe & Liyanage, 2013). This understanding is then matched with the innovative agenda of the targeted corporation. With continuous provision of resources, support, and incentives, the targeted workers find it easier to improve the level of performance. Many scholars argue strongly that the survival and positive performance exhibited by many firms in the UAE is attributable to the implementation of these HPWPs (Arachchige & Robertson 2015). The employees are heartened by such processes to take up a wide range of obligations in their respective firms. Consequently, the level of job performance has been observed to swell significantly in the targeted companies.
Job reviews are done periodically to identify gaps and areas that can be improved. The inclusion of different stakeholders during the review process makes it possible for human resource (HR) managers to acquire useful data to make appropriate adjustment. The process promotes a new behavior whereby the diverse competencies of employees are matched with the targeted goals. Throughout the strategy, continuous training and provision of adequate support encourages different teams to pursue their obligations in a professional manner (Ghafoor & Quresh, 2013). Arachchige and Robertson (2015) observe that the tactic results in increased job attitudes. The workers embrace evidence-based ideas, collaborate with one another, and come up with new approaches to deliver meaningful results. The positive job attitudes eventually impact performance positively.
The level of turnover usually decreases when institutions embrace the use of HPWPs. The idea of commitment and rewards promote a sense of empowerment, entitlement, and commitment. Most of the employees establish new teams in an attempt to achieve specific goals much faster. Emerging problems are resolved before they can disorient various organizational processes or functions (Sarikwal & Gupta, 2014). Evidence indicates that positive workplace practices guides employees to become part of the company. They begin to communicate effectively and liaise with their respective leaders to achieve aims in a timely manner. The increased level of trust among the workers creates a sense of ownership. Most of the decisions made echo the changing needs of the company. The managers in a given firm present useful ideas and strategies that can support its long-term objectives (Arachchige & Robertson 2015). The workers attract their colleagues and friends to become part of the firm. This development deals with the problem of turnover completely.
The relationship between HR initiatives and return on investment (ROI) is an issue that has been studied widely by organizational theorists. ROI refers to the outcomes or benefits accrued by an entrepreneur after investing a given amount of money or resource (Wickramasinghe & Liyanage, 2013). Some firms will record losses if they fail to implement appropriate strategies to manage various organizational initiatives. Ogbonnaya and Valizade (2016) observe that the utilization of adequate and evidence-based high performance practices guides and empowers employees to ensure their respective firms realize their potential. The targeted individuals support specific functions and action plans to ensure the firm’s purposes are realized in a timely manner. This development will eventually support the corporation’s ROI agenda.
The inclusion of high performance work practices in different companies has definitely led to desirable work outcomes. With increased morale, members of a team outline the best initiatives and innovative ideas that can eventually foster performance. Positive job attitudes emerge in their respective working environments. The level of turnover diminishes since the workers are empowered to pursue their career and personal expectations. The level of absenteeism decreases significantly since the working environment becomes rewarding and inspirational. Maslow’s hierarchy of needs is a powerful theoretical concept that is used to support the relevance of different high performance work practices (Ghafoor & Quresh, 2013). The model indicates that a satisfied worker is the one whose unique needs have been met. The implementation of diverse HPWPs seeks to fulfill the expectations of workers and empower them to focus on the targeted outcomes.
Ogbonnaya and Valizade (2016) suggest that the application of HPWPs in different working environments supports the demands of employees. Similar gains are recorded by corporations since they find it easier to realize their objectives. Although the introduction and implementation of different HPWPs calls for high investments, many analysts contend that the scheme will always deliver meaningful outcomes. Trained, guided, empowered, and supported employees develop desirable concepts that can be tapped to improve performance. Consequently, positive results such as return on investment, reduced turnover, and admirable job attitudes become a reality. The research questions presented below were assigned to the interviewees.
- What percentage of non-entry level jobs has been filled from within the past few years?
- What is the average number of hours of training received by a typical employee over the last 12 months?
Method
The study attracted a total of 75 HR personnel from different firms in the United Arab Emirates (UAE). The respondents included HR personnel (15), HR specialists or administrators (31), HR managers (21), a HR director (1), chief HR officers (4), and HR vice presidents (2). The targeted individuals had around 5.73 years of tenure in their organizations. The participants had over 7 years of experience as HR professionals. Four of the HR personnel had completed various college courses. Twenty four of them had a Master’s degree. Forty six respondents had completed a Bachelor’s degree. These workers were included in the study to ensure the gathered information reflected the true picture of HR practices in the organization.
A survey was conducted in an attempt to understand the manner in which various UAE firms engaged in high performance work practices. The outlined two questions were expanded to capture adequate information from the interviewees. The questions focused on five areas. The first category was aimed at exploring how companies in the UAE provided incentives to employees such as profit-sharing plans and incentives. The second group sought to understand the number of non-entry level jobs filled in different firms and the average number of training hours received within the past 12 months.
The third category focused on the nature of formal information sharing programs and grievance resolution systems. The fourth aspects sought to understand the nature of job analyses and performance appraisals in various UAE firms. The last category was aimed at understanding the manner in which employment tests or attitude surveys were used in such companies. The respondents were encouraged to offer correct information that could be used to assess the manner in which UAE firms were promoting the concept of high performance work practices (Ghafoor & Quresh, 2013).
Results
The findings obtained from the study indicated that many UAE corporations had managed to implement a wide range of high performance work practices. Some of the common practices identified included training programs, provision of incentive programs, formal information sharing processes, problem resolution mechanisms, performance appraisals, and regular attitude surveys. The individuals indicated that they had received over 216 hours of training within the past year. This means that most of the firms had adopted appropriate practices to empower their workers. Consequently, such corporations were able to achieve their objectives much faster.
The completed study showed that the firms associated with high performance work practices were on the right path towards realizing their goals. The individuals acknowledged that the utilization of such initiatives led to better working environments. Concepts such as teamwork and collaboration emerge in corporations that embrace the best initiatives to empower their workers (Sarikwal & Gupta, 2014). Non-entry jobs and training programs were taken seriously in most of the firms. These initiatives continued to promote better outcomes such as increased productivity, reduced turnover, job satisfaction, and return on investment. The respondents believed strongly that most of the small firms in UAE were finding it hard to apply or appreciate the power different high performance practices (Wickramasinghe & Liyanage, 2013). The participants from specific companies that did not consider non-entry level jobs and adequate training believed that such initiatives could transform the working environment and maximize profitability.
Discussion
The above findings indicate that many companies in the UAE have implemented various high performance work practices to empower their employees. The observation made it clear that 90 percent of the sampled firms allocated specific positions for non-entry level candidates. These workers are then supported using appropriate training programs, workplace incentives, and resources. The participants indicated that they had received adequate training in their working environments. According to the respondents, the practice was taken seriously to ensure more individuals focused on the best workplace practices. These findings can be interpreted carefully by focusing on the nature and effectiveness of attracting non-entry level jobs. Companies embracing the strategy have been observed to empower their workers and eventually achieve their objectives (Sarikwal & Gupta, 2014). The use of training programs has supported the unique needs of different employees.
The results from the study portray a high proportion regarding the implementation of high performance work practices. Many firms in the UAE are therefore on the right path towards promoting a wide range of high performance practices. On the other hand, the study revealed that some corporations were not utilizing proper training programs in the region. Failure to consider such approaches is something that can make it imposable for many companies to realize their objectives (Ogbonnaya & Valizade, 2016). However, it would be acknowledgeable that the limited number of interviewees might have affected the quality of the study findings. Sarikwal and Gupta (2014) indicate clearly that corporations characterized by a small number of employees might not have adequate resources to implement adequate training programs.
The gathered information offers meaningful inferences that can be employed to inform the major strategies undertaken by different companies. For instance, the study supports the use of a powerful change model to ensure more firms implement appropriate high performance work practices. The participants identified the role of positive workplace practices in different firms. It is notable that the approach is essential since it can foster better organizational cultures and behaviors (Sarikwal & Gupta, 2014). Firms can identify the unique gaps affecting the level of performance. This understanding can be applied to inform appropriate strategies that can ensure better high performance work practices to increase profitability. Firms can examine the major challenges and opportunities associated with their respective business models. This knowledge will ensure the right practices are identified and introduced to empower and support every employee.
A number of limitations were observed to affect the effectiveness of the study. For instance, the research mainly focused on the above five categories. These groups conditioned the results and findings obtained from the study. This means that adequate information was not obtained from completing the study. The second challenge emerged from the number of participants involved in the study (Ghafoor & Quresh, 2013). Additionally, the limited number of participants made it easier for the researcher to get a clear picture or representation of the UAE.
The nature of this study, therefore, presents meaningful concepts that can be utilized to inform future researches. The limitations observed in this study can be used to design better researches whereby more respondents are encouraged to participate (Ogbonnaya & Valizade, 2016). Future scholars can identify and include more firms in their research studies. This approach will definitely present meaningful insights that can give a true picture of high performance practices in the UAE. The decision to include more questions in the research will ensure evidence-based information is gathered to influence the practices undertaken by different firms.
Reference List
Arachchige, B. J., & Robertson, A. 2015. The effect of human resource management high performance work practices on organisational outcomes: A Sri Lankan perspective. Sri Lankan Journal of Human Resource Management, 5(1): 17-30.
Ghafoor, N., & Quresh, T. M. 2013. Human capital causative model: Mediating effect of high-performance work system. African Journal of Business Management, 7(15): 1276-1284.
Ogbonnaya, C., & Valizade, D. 2016. High performance work practices, employee outcomes and organizational performance: A 2-1-2 multilevel mediation analysis. The International Journal of Human Resource Management, 1(1): 1-21.
Sarikwal, L., & Gupta, J. 2014. The relationship between high performance work practices and organizational citizenship behavior: The role of positive psychological capital. SSRN, 1(1): 1-20.
Wickramasinghe, V., & Liyanage, S. 2013. Effects of high performance work practices on job performance in project-based organizations. Project Management Journal, 44(3): 64-77.