HPW-Based Systems: Qualitative and Quantitative Analysis

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Table of Contents

Qualitative
Quantitative
References

Qualitative

Performance improvement is a vital part of any organization. Therefore, the incorporation of the principles of performance improvement and the addition of the relevant techniques should be seen as a part of the HR function. In their article, Kellner, Townsend, and Wilkinson (2017) examine the effects of using an HPW-based framework in a non-profit organization.

By performing an intricate qualitative examination of the essential effects of an HPW-based system in the non-for-profit organizations setting, the authors manage to conclude whether the specified type of managing the output delivered by staff members is viable in the context of the modern non-for-profit workplace environment.

According to the results of the study, the inclusion of an HPW-based principle of managing workplace functions of staff members and increasing their performance works mainly due to the emphasis on improving their motivation. Whether by the use of incentives or the incorporation of inappropriate technique for keeping the engagement levels at a high level, the HPW approach proves to have a profound impact on staff members. Therefore, the HPW-based approach should be included into the non-for-profit context.

Pros	Cons
The use of the qualitative method helps to reduce the sample size in order to examine the relationships within the target organizational context fully.	The small sample size may ultimately turn out to be unrepresentative of the target environment.
The development of a grounded theory is another crucial advantage of the study. The authors construct an argument to develop the framework based on which similar issues can be approached in other organizational settings.	The grounded theory requires further testing and may only be applicable to a few settings.
The significance of the study is very high in terms of the effects that it may have on the management of charities and other non-for-profit organizations.	The results of the research are currently quite narrow; to make them applicable to broader contexts, additional generalization is needed.

Quantitative

Another research that sheds light on the problem of HPW-based systems in the organizational context is the study by Miao, Bozionelos, Zhou, and Newman (2020). The authors state that the focus on the workplace environment and the creation of a friendly climate allows implementing the HPW framework more effectively in the organizational setting.

Overall, the article provides directions for the introduction of an HPW-based system into any organizational context, allowing companies to view incremental improvements as a part of their workplace philosophy. The focus on the human capital is what makes the study especially compelling. By emphasizing the importance of staff members and the idea of investing into their learning, the article provides the basis for outstanding talent management. Therefore, its significance is quite high for organizational management, in general.

Pros	Cons
The authors of the study developed a profound and compelling model of the environment in which the HPW approach is expected to be implemented.	Though the model did represent the target setting rather accurately, it still missed several crucial aspects of it due to the research design.
The sampling technique has helped to embrace a wide range of target groups.	The sampling technique could have introduced clusters to be more representative of the target population.
The outcomes of the study can be utilized to manage any organizational environment and introduce HPW into any setting.	Since the outcomes of the analysis are quite specific, it is necessary to generalize them further to make them easily applicable.

References

Kellner, A., Townsend, K., & Wilkinson, A. (2017). The mission or the margin? A high-performance work system in a non-profit organisation. The International Journal of Human Resource Management, 28(14), 1938-1959. Web.

Miao, R., Bozionelos, N., Zhou, W., & Newman, A. (2020). High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate. The International Journal of Human Resource Management, 1(1), pp. 1-35. Web.

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HPW-Based Systems: Qualitative and Quantitative Analysis

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