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Implementing high performance HR practices in Asia: HR practice consistency, employee roles, and performance

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Abstract

High performance HR (human resources) practices are well understood to positively impact employee behavior and performance. However, much is still not known about the implementation of effective HR practices and their specific impact on employee behaviors. In this regard, this study identifies the significance of HR practice consistency, develops direct measures of that consistency, and examines the impact on employee role performance. This study also explores how consistency affects shared perceptions of procedural justice and employees’ role performance by employing a cross-level research design. The data in the study were collected from 355 employees of 42 companies within the manufacturing and service industries in Taiwan. This study makes theoretical and methodological contributions by identifying the significance of HR practice consistency, and provides empirical evidences for its potential influences. It also offers practical suggestions that can be used as important reference points by organizations, particularly those in Asia seeking to implement high performance HR practices.

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Authors and Affiliations

  1. Department of Business Management, National United University, Miaoli, Taiwan

    Shu-Yuan Chen

  2. Institute of Human Resource Management, National Sun Yat-sen University, Kaohsiung, Taiwan

    ** Feng Uen & Chih-Chan Chen

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  1. Shu-Yuan Chen
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  2. ** Feng Uen
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Appendix. Measurement scale items

Appendix. Measurement scale items

HR practice consistency

  • Treatment consistency

    1. 1.

      Employees have equal internal opportunities for promotion.

    2. 2.

      The same management practices are applied to all employees with the same job positions.

    3. 3.

      The same reward and penalty policies are applied to all employees.

    4. 4.

      Employees get the rewards that they deserve.

    5. 5.

      All employees have equal opportunities.

  • Temporal consistency

    1. 6.

      Employees worry that management might change policies someday (Reverse).

    2. 7.

      The management’s philosophy has not changed since I started working for this company.

    3. 8.

      In general, this company has maintained good management policies and systems.

    4. 9.

      Overall, the HR systems and policies in this company are predictable.

    5. 10.

      The recruitment and selection system is complemented by HR planning.

  • Complementary consistency

    1. 11.

      The training system is complemented by promotion policies.

    2. 12.

      The reward and compensation system is complemented by performance appraisal policies.

    3. 13.

      The promotion system is complemented by performance appraisal policies.

    4. 14.

      The reward and penalty system is complemented by internal audit policies.

    5. 15.

      Overall, the philosophy of each HR system is consistent with the others.

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Chen, SY., Uen, J.F. & Chen, CC. Implementing high performance HR practices in Asia: HR practice consistency, employee roles, and performance. Asia Pac J Manag 33, 937–958 (2016). https://doi.org/10.1007/s10490-016-9466-z

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