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The Relationships of Informal High Performance Work Practices to Job Satisfaction and Workplace Profitability
Author(s) -
Yanadori Yoshio,
Jaarsveld Danielle D.
Publication year - 2014
Publication title -
industrial relations: a journal of economy and society
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.61
H-Index - 57
eISSN - 1468-232X
pISSN - 0019-8676
DOI - 10.1111/irel.12066
Subject(s) - job satisfaction , profitability index , work (physics) , employee research , employee engagement , business , marketing , psychology , public relations , social psychology , finance , political science , mechanical engineering , engineering
Recent empirical evidence reveals considerable divergence between management reports and employee reports regarding organizational high performance work practices (HPWPs). This divergence implies that employees may not participate in some HPWPs that are formally present in their organizations, but also, that employees may participate in HPWPs that are not formally present in their organizations. In this study, we examine the implication of the latter case (i.e., employee participation in “informal” HPWPs) for employee‐level and organization‐level outcomes. Our analyses, using data from the Statistics Canada Workplace and Employee Survey, suggest that employee participation in informal HPWPs is associated with enhanced job satisfaction and workplace profitability in a similar way as employee participation in formal HPWPs is associated with these outcomes.