Effects of high performance work practices on job performance in project-based organizations

Vathsala Wickramasinghe () and S. Liyanage
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Vathsala Wickramasinghe: University of Moratuwa
S. Liyanage: University of Moratuwa

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Abstract: This paper investigates high performance work practices used in project-based globally distributed software development firms in Sri Lanka and their effect on job performance. A random sample of 220 employees engaged full-time in globally distributed software development firms in Sri Lanka responded. For the data analysis, descriptive statistics, factor analysis, correlation analysis, and multiple regression were used. Three main high performance work practices were identified by the analysis, namely, performance evaluation, learning and development, and involvement in decision making. These three practices significantly positively predict job performance of employees attached to project-based globally distributed software development firms.

Keywords: Work design and job autonomy,Project-based organisations,Human resource management,Globally distributed software development; High performance work practices,Globally distributed software development; High performance work practices Human resource management Project-based organisations,Strategic human resource management,Innovation in project teams,Knowledge sharing and collaboration,Leadership in project environments,Team effectiveness in projects,Employee motivation and engagement,Organizational performance improvement,Employee productivity enhancement,Project-based organizations,Job performance outcomes,High performance work practices (search for similar items in EconPapers)
Date: 2013
Note: View the original document on HAL open archive server: https://hal.science/hal-05589125v1
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Published in Project Management Journal, 2013, 44, pp.64 - 77. ⟨10.1002/pmj.21342⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05589125

DOI: 10.1002/pmj.21342

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