Exploring the impact of high performance work systems in professional service firms: A practices-resources-uses-performance approach.

This article aims to explore how a system of human resource management (HRM)\udpractices influence firm performance in a professional service context. It integrates\udmultidisciplinary theory and research findings. The system of HRM practices are\udlabeled as high performance work systems (HPWS). In this article, it is proposed that\udHPWS influence firm performance through two steps: (1) by creating resources of\udhuman, social and organizational capital; and (2) by efficient uses of these resources.\udIt indicates that firms using higher level of HPWS will experience better performance.\udThe underlying mechanism is that HPWS first promote employees’ ability,\udrelationships, and opportunities; that is, the resources. These resources then facilitate\udthe uses process, which is represented by 4 means: (1) sensing the changes in\udthe external environment; (2) team formation and utilization; (3) leveraging knowledge\udfrom seniors to juniors; and (4) combining and exchanging knowledge. Uses\udfinally lead to higher organizational performance. This approach is called the\udpractices-resources-uses-performance linkage model. Employing this linkage process\udtool, managers are able to diagnose the requirements for organizational development.\udThey can effectively adopt and implement HPWS. This article introduces a\udnovel perspective for investigating the underlying mediating mechanisms that explain\udthe link between HPWS and Professional Service Firm (PSF) performance