New Models of High Performance Work Systems - Equality Authority

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Part 2Research Approach16 >2.1 MethodologyThe methodology adopted draws onprevious research including NCPP(2003, 2004), Flood et al. (2005); Guthrie,(2001); Guthrie, Spell & Nyamori (2002);Datta et al. (2005).Two survey instruments, designedaccording to the Total Design Method ,were issued. The first, the “HRM survey”,targeted the senior HR manager, andsolicited information on the managementpolicies and practices in the organisation.The second, the “GM survey”, targetedthe General Manager or CEO, andsolicited measures of competitivestrategy and entrepreneurial orientationof the organisation, as well as businessperformance metrics.The surveys elicited descriptions of fourdiscrete elements of High Performance WorkSystems, including:p Strategic Human Resource Management(SHRM), including management practicesin the areas of communication and participation;training and development;staffing and recruitment; performancemanagement and remunerationp Employee Involvement and Participation /Workplace Partnership System (WPS)p Diversity and Equality System (DES)p Flexible Working System (FWS)Three business performance variables weremeasured by the surveys, including:p Labour productivityp Workforce innovationp Employee turnover9 See http://www.businessworld.ie.
esearch approach2.2 SamplingThe survey sample was drawn from “TheIrish Times Top 1000 Companies” 9 database,which is a representative, multi-industryset of Irish-based operations. The sampleincludes both indigenous Irish companies andforeign-owned companies with operationsin Ireland. 1005 companies were contactedto participate in the survey, of which 241companies responded. Data was utilisedfrom the 132 companies that completedboth the HR and GM surveys, resulting inan overall response rate of 13.2%. Thisresponse rate is in line with typical responserates for research of this nature, rangingfrom 6% to 20%.2.3 Profile of RespondentsFor the HRM survey, 70% of respondentswere from the HR function, 20% were othersenior executives (e.g. Managing Director /CEO), and 10% were other executives (e.g.Financial Officer, Operating Officer). Forthe GM survey, 70% of respondents wereSenior Executives (e.g. Managing Director,CEO), while the remaining 30% were otherExecutives (e.g. HR Officer, Financial Officer,Operating Officer).2.4 Industry and Company ProfileThe profile of participating companies iscommensurate with the general profile oflarger industry in Ireland. Figure 2.1 showsapproximately one third are in manufacturing,27% are in service industries (finance,personal, recreational, health and otherservices) while less than 4% of companiesare from energy or water industry. As shownin Figure 2.2, 50% of the companies wereindigenous Irish-owned companies, with theremaining 50% being subsidiaries of foreigncompanies, including USA (25.8%), Germany(6.8%), and UK (5.3%). Unions represented33.7% of participating companies’employees. The average company had beenestablished for about 37 years, and themedian number of employees was 270. Thecompanies were at the higher end of R&Dactivity in Irish terms, with average R&Dinvestment equating to 3.89% of annualturnover.< 17
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