We are grateful to John Delery, Jerry Ferris, Jack Fiorito, Mark Huselid, and Micki Kacmar for their assistance and insight.
HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE
Version of Record online: 17 AUG 2006
Volume 59, Issue 3, pages 501–528, Autumn 2006
How to Cite
COMBS, J., LIU, Y., HALL, A. and KETCHEN, D. (2006), HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE. Personnel Psychology, 59: 501–528. doi: 10.1111/j.1744-6570.2006.00045.x
- Issue online: 17 AUG 2006
- Version of Record online: 17 AUG 2006
Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta-analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus financial performance measures, and (c) manufacturing versus service organizations. Statistical aggregation of 92 studies reveals an overall correlation that we estimate at .20. Also, the relationship is stronger when researchers examine systems of HPWPs and among manufacturers, but it appears invariant across performance measures. We use our findings as a basis to offer 4 suggestions intended to shape research practices such that future meta-analyses might answer today's emerging questions.