New Models of High Performance Work Systems - Equality Authority

exploring new models of highperformance work systemsorganisation design. One way to thinkof high-performance HR practices is asan operationalisation or implementationof the partnership philosophy. Similar toO’Connell’s description, authors in the SHRMliterature (e.g., Guthrie, 2001) also describecompanies utilising high-performance HRpractices as employee-centred organisations.This is because information and decisionmakingpower is dispersed throughout theorganisation with employees at all levelstaking on greater responsibility for theoperation and success of the organisation.Clearly, “partnership” and “high performanceHR practices” are closely linked. Research ininternational settings has suggested that,as a form of partnership, high performanceHR practices can help create and sustaincompetitive advantage. This second modelof HPWS examines SHRM practices togetherwith partnership in relation to labourproductivity, workforce innovation andemployee turnover.4.4.1 HPWS Model 2(SHRM and Partnership) andLabour productivityA multivariate regression analysis wasconducted to examine the associationbetween HPWS Model 2 (SHRM andpartnership) and labour productivity. Aftercontrolling for company age, company size,R&D investment, unionisation, differentiation/ low cost company strategy, country ofownership, and industry sector, the analysisshowed that greater use of Partnership andSHRM is associated with increased labourproductivity.Partnership was entered first and accountsfor 3.9% of variance in labour productivity(p