New Models of High Performance Work Systems - Equality Authority

new models of high performancework systems40 >Partnership was entered first and accountsfor 1.4% of variance in workforce innovation(p< .10). SHRM was entered second andexplained another 5% of variance (p< .01)and reduces the influence of partnershipto non-significance. However, a partnershipphilosophy does affect innovation since itleads to an increased probability of SHRMuse which, in turn, is associated with higherlevels of innovation. A formal test confirmsthat SHRM mediates the relationshipbetween partnership and innovation (Sobeltest statistic = 1.450; p = .074, one-tailed).4.4.3. HPWS Model 2(SHRM and Partnership) andEmployee turnoverAfter controlling for company age, companysize, R&D investment, unionisation, differentiation/low cost company strategy, countryof ownership, and industry sector, ourregression analysis shows that greater useof SHRM, but not partnership, is associatedwith decreased employee turnover.Partnership was entered first and accountsfor 4% of variance in employee turnover(p< .01). SHRM was entered second andexplained an additional 2% of variance(p< .10) and reduced the influence ofpartnership. This suggests that SRHM maymediate the partnership – employee turnoverassociation.4.5 HPWS Model 3 –High Performance through DES and FWSDiversity and equality systems and flexiblework practices can motivate employeesthrough an improved sense of equality inthe workplace and the achievement of apositive work-life balance. There is evidencethat a sense of equality and work-lifebalance influences a number of attitudesand behaviours of both personal and organisationalrelevance (Siegel et al., 2005).The more that employees perceive limitedwork-life balance practices and programmesin their organisation, the more they willdisplay negative attitudes and dissatisfactiontowards the organisation (Osterman,1995; Lambert, 2000). On the other hand,the more that employees perceive thatthe organisation is providing them with aworking environment where social benefitsand a sense of equality are important, themore motivated they will be to provide theirorganisation with non-discretionary effort inreturn for the extra benefits they received(Lambert, 2000).This third model of HPWS examines DESand FWS in relation to labour productivity,workforce innovation and employee turnover.