Proposal on Finance slides for MS Management Sciences

1. Agenda
 Main objectives of the study
 Significance of the study
 Concept of integrated and isolated perspectives
 Schematic diagrams
 Theory and the literature review
 Hypotheses
 Methodology
 Variables operationalization and level of measurement
 Proposed analysis
 Timeline
 Scale for independent variables
 Scales for dependent variables and moderators
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2. Main objectives of the study
 To identify and distinguish the integrative and isolated impact of high performance
work practices (HPWPs) on employee outcomes in order to examine the relative
variance in dependent variables caused by independent variables.
 To explore the moderating effects of work autonomy and employee trust between
HPWPS and employee outcome relationship.
 To develop a comparison of HPWPs prevailing in two heterogeneous cultures and build
a comparison based on the utilization of these practices in Pakistan and Western
countries
 To extend the body of knowledge in the domain of high performance work practices in
Pakistan
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3. Significance of the study
 This study of high performance work practices would be important for various
corporate sectors of Pakistan in order to develop committed and satisfied employees by
focusing on their managerial practices which leads to the betterment of the organization
and economy as whole.
 The comparison based on Eastern and Western context would help the future
researchers to clearly understand the similarities and differences of HPWPs and how
culture impact on the utilization of these practices.
 Moreover, the use of integrated and isolated perspectives would provide support with
respect to coherent bundle of practices have more comprehensive impact on employee
outcomes or isolated practice has strong influence on the respective outcomes.
 This research would provide an opportunity to the practitioner in the field of HRM to
adopt the HPWPs to achieve better employee outcomes.
 The current study would also extend the literature based on the moderating role of work
autonomy and employee trust between HPWPs and employee outcome relationship.
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4. Concept of integrated and isolated perspectives
 High performance work practices are the unique set of HR practices aims to develop
employee’s knowledge, skills and ability to improve human resource in ways consistent
with organizational performance which provides support for competitive advantage
(Combs, Liu, Hall, & Ketchen, 2006; Delaney & Huselid, 1996; Huselid, 1995).
 The concept of HRM bundling used in many previous studies (Beltran-Martin et al.,
2008; Delery, 1998) which suggest that HRM practices should be used together as an
exclusive bundle which are mutually supportive in order to achieve higher results in
employee outcomes (Alfes et al., 2013; Ogbonnaya, Daniels, Connolly & Veldhoven,
2016; Ogbonnaya & Valizade, 2016).
 The isolated perspective focuses on the internal consistency of independent high
performance work practices in order to achieve unique effects of each practice on
outcomes (Fu et al., 2015; Jiang, Lepak, Hu & Baer, 2012; Kalmi & Kauhanen, 2008;
Voorde & Beijer, 2014).
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5. Schematic Diagram
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6. Schematic Diagram
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7. Theory and the literature review
 From the concept of exchange relationship, social exchange theory (SET) has been
derived and numerous researchers often conceptualize the perceived organization
support (POS) and Leader-Member exchange (LMX) with social exchange theory
(Alfes et al., 2013; Cropanzano & Mitchell, 2005).
 Therefore, the present study focuses on the importance of exchange relationships in
terms of POS and LMX within the context of social exchange theory.
 Social Exchange Theory (Blau, 1964)
 Organization Support Theory (Eisenberger et al., 1986)
 Leader-Member Exchange Theory (Graen & Uhl-Bien, 1995)
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8. Literature Review
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Variables Literature Review
Integrated Perspective (HPWS) Macky & Boxall, 2007; Alfes et al., 2013;
Zhang , Zu, Dowling & Bartram, 2013;
Mcclean & Collins, 2011; Ogbonnaya &
Valizade, 2015; Ogbonnaya & Valizade,
2016
Isolated Perspective
(High performance work
practices)
Fu et al., 2015; Frenkel & Lee, 2010;
Harley, Allen & Sargent, 2007; Heffernan &
Dundon, 2016; Jiang, Lepak, Hu & Baer,
2012; Kalmi & Kauhanen, 2008; Voorde &
Beijer, 2014;

9. Literature Review
Variables Literature Review
Job Stress Boxall & Macky, 2014; Voorde & Beijer,
2014
Job Satisfaction Macky & Boxall, 2007; Wood & de
Menezes, 2011; Zhang et al., 2013
Organizational Commitment Giannikisa & Nikandroub, 2013; Macky
& Boxall, 2007; Voorde & Beijer, 2014
Employee Engagement Ogbonnaya & Valizade, 2015;
Ogbonnaya & Valizade, 2016
Perceived Organizational Performance Tsai, 2006; Mcclean & Collins, 2011
Work Autonomy Liu et al., 2011; Aube et al., 2011;
Goussinsky, 2011
Employee Trust Vakola & Nikolaou, 2005; Lai et al.,
2011; Tsai, Sengupta, & Edwards, 2007
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10. Hypotheses
 Hypothesis 1: HPWPS are positively associated with employee outcomes as employees
in organizations with higher adoption of HPWP are more likely to experience job
satisfaction, organizational commitment, work engagement and perceived
organizational performance, however, negatively associated with job stress.
 Hypothesis 2(a): Rigorous selection is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
 Hypothesis 2(b): Internal career opportunity is associated with job stress,
organizational commitment, job satisfaction, employee engagement and perceived
organizational performance.
 Hypothesis 2(c): Contingent compensation is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
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11. Hypotheses
 Hypothesis 2(d): Teamwork is associated with job stress, organizational commitment,
job satisfaction, employee engagement and perceived organizational performance.
 Hypothesis 2(e): Attitude survey is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
 Hypothesis 2(f): Quality circles is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
 Hypothesis 2(g): Investment in training is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
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12. Hypotheses
 Hypothesis 2(h): Delegation of responsibilities is associated with job stress,
organizational commitment, job satisfaction, employee engagement and perceived
organizational performance.
 Hypothesis 2(I): Communication and information sharing is associated with job stress,
organizational commitment, job satisfaction, employee engagement and perceived
organizational performance.
 Hypothesis 2(j): Result oriented appraisal is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
 Hypothesis 2(k): Job security is associated with job stress, organizational commitment,
job satisfaction, employee engagement and perceived organizational performance.
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13. Hypotheses
 Hypothesis 2(l): Profit sharing is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
 Hypothesis 2(m): On the job training is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
 Hypothesis 2(n): Formal grievance is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
 Hypothesis 2(o): Promotion based on merit is associated with job stress, organizational
commitment, job satisfaction, employee engagement and perceived organizational
performance.
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14. Hypotheses
 Hypothesis 2(p): Employee stock ownership is associated with job stress,
organizational commitment, job satisfaction, employee engagement and perceived
organizational performance.
 Hypothesis 3: Higher level of perceived work autonomy moderates the relationship
between HPWPS and employee outcomes.
 Hypothesis 4: Higher level of employee trust moderates the relationship between
HPWPS and employee outcomes.
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15. Methodology
 This thesis would used the data from the Management Advancement and Planning
Study (MAPS). The MAPS project aims to identify and describe the management and
HR practices which exist in the in the Rawalpindi, Islamabad and surrounding
 Unit of Analysis: Individual and organizational level
 Organization-level data were collected by an interview with a single manager in the
organization known as the management survey and employee data by a survey of
employees in organization that had been included in the management survey.
 The interviews were successful in a total of 404 organizations and the employee survey
within MAPS-2017 produced a sample of 3,472 employees.
 The MAPS management and employee survey scales is based on the Workplace
Employment Relation Survey (WERS) which is a large national representative survey
of all establishments in United Kingdom.
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16. Variables operationalization and levels of
measurement
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Sr. No Variables Scale (Range) Level of measurement
1. Rigorous Selection 0→2 Organization level
2. Internal Career Opportunities 0→4 Organization level
3. Contingent Compensation 0→3 Organization level
4. Teamwork 0→1 Organization level
5. Attitude Survey 0→1 Organization level
6. Quality Circle 0→1 Organization level
7. Investment in training 0→4 Organization level
8. Delegation of Responsibilities/ Autonomy of decision making 0→3 Organization level
9. Communication and information sharing 0→6 Organization level
10. Result Oriented Appraisal 0→3 Organization level
11. Job Security 0→2 Organization level

17. Variables operationalization and levels of
measurement
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Sr. No Variables Scale Level of measurement
12. Profit Sharing 0→2 Organization level
13. On the job training/ Multitasking 0→1 Organization level
14. Formal Grievances 0→2 Organization level
15. Promotion based on merit 0→3 Organization level
16. Employee Stock Ownership 0→2 Organization level
17. Job Satisfaction 1→5 on Likert scale Individual level
18. Job Stress 1→5 on Likert scale Individual level
19. Organizational Commitment 1→5 on Likert scale Individual level
20. Work engagement 1→5 on Likert scale Individual level
21. Perceived organizational performance 1→5 on Likert scale Individual level
22. Work autonomy 1→4 on Likert scale Individual level
23. Employee trust 1→5 on Likert scale Individual level

18. Proposed Analysis
 Our data would be analyzed through SPSS by correlation and regression analysis
 In order to examine the hypothesized relationship on two levels, the data would be
analyzed by multiple group analysis in the Mplus software program (Version 7.1)
 The data would be consisted of two levels in which HPWPs measured at the
organizational level and employee outcomes measured at the individual levels.
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19. THANK YOU
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20. Scales for Independent Variables
Sr.
No.
Variable Summary Scale items
1. Rigorous Selection Count across 2 items:
• When filling vacancies at this organization, do you ever conduct any type of performance or
competency test for… (written test or behavioral exercise conducted in formal setting)
a) Managerial positions
b) Non-managerial positions
c) No tests conducted.
• When filling vacancies at this organization, do you ever conduct any type of personality or
attitude test for… (written test or behavioral exercise conducted in formal setting)
1. Managerial positions
2. Non-managerial positions
3. No tests conducted.
2. Internal Career
Opportunities
Count across 1 item:
• Which of these statements best describes your approach to filling vacancies at this
organization? (select one only)
a) Internal applicants are only source, no external recruitment
b) Internal applicants are given preference, other things being equal, over external applicants
c) Equal Applications from internal and external applicants are treated equally
d) External applicants are given preference, other things being equal, over internal applicants
e) External applicants are only source, no internal recruitment
3. Contingent
Compensation
Count across 3 items:
• Do any of the employees in this organization get paid by results?
a) Yes
b) No
• If yes, which groups of employees are paid in this way?
a) Managers and senior officials
b) Employees in non-managerial occupations.
• Is individual employees' pay linked to the outcome of the performance appraisal?
a) Yes
b) No 20

21. Scales for Independent Variables
Sr.
No.
Variable Summary Scale items
4. Teamwork Count across 2 items:
• What proportion, if any, of employees at this organization work in formally designated teams?
a) All (100%)
b) Almost all (80-99%)
c) Most (60-79%)
d) Around half (40-59%)
e) Some (20-39%)
f) Just a few (1-19%)
g) None (0%).
• Do team members depend on each other's work to be able to do their job?
a) Yes
b) No
5. Attitude Survey Count across 1 item:
• Have you or a third party conducted a formal survey of your employees' views or opinions during
the past two years?
a) Yes
b) No.
6. Quality Circle Count across 1 item:
• Do you have groups of non-managerial employees at this organization that solve specific problems
or discuss aspects of performance or quality? They are sometimes known as problem-solving
groups or continuous improvement groups.
a) Yes
b) No
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22. Scales for Independent Variables
Sr.
No.
Variable Summary Scale items
7. Investment in training Count across 4 items:
• Were any of the experienced employees (from the main occupational groups) given time off from
their normal daily work duties to undertake training over the past 12 months?
a) Yes
b) No
• On average, how many days of training did employees experience over the past 12 months?
a. No time
b. Less than one day
c. 1 to less than 2 days
d. 2 to less than 5 days
e. 5 to less than 10 days
f. 10 days or more.
• Approximately, what proportion of employees from the main occupational group was formally
trained over the past 12 months?
a. All (100%)
b. Almost all (80-99%)
c. Most (60-79%)
d. Around half (40-59%)
e. Some (20-39%)
f. Just a few (1-19%)
g. None (0%)
• Does the performance appraisal result in an evaluation of employees' training needs?
a) Yes
b) No
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23. Scales for Independent Variables
Sr.
No.
Variable Summary Scale items
8. Delegation of
Responsibilities/
Autonomy of
decision making
Count across 3 items:
• Using the scale on the SAME card (Card 12), to what extent would you say that
employees here have the freedom to choose how they carry out their work?
a) A lot
b) Some
c) Little
d) None.
• Using the scale on the same card (Card 12), to what extent would you say that
employees here have control over the pace at which they work? :
a) A lot
b) Some
c) Little
d) None.
• Using the scale on this card (card 12), to what extent would you say that individual
employees here have involvement in decisions over how their work is organized?
a) A lot
b) Some
c) Little
d) None.
9. On the job training/
Multitasking
Count across 1 item:
• Using the scale on the card, to what extent would you say that employees here have
variety in their work? (By variety we mean that employees are not repeating the same
tasks again and again in a monotonous manner)
a) A lot
b) Some
c) Little
d) None.
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24. Scales for Independent Variables
Sr.
No.
Variable Summary Scale items
10. Communication and
information sharing
Count across 6 items:
• Do you have large scale collective meeting between senior managers and middle and
junior level employees?
a) Yes
b) No
• How frequent are these meetings?
a) Daily
b) Weekly (Less than daily, but at least once a week)
c) Fortnightly (Less than weekly, but at least once a fortnight)
d) Monthly (Less than fortnightly, but at least once a month)
e) Quarter (Less than monthly, but at least once every 3 months)
f) Less than every 3 months.
• Looking at the following list, which three issues are most often discussed at the
meetings?
a) Production issues (e.g. level of production or sales, quality of product or service)
b) Employment issues (e.g. avoiding redundancies, reducing labor turnover)
c) Financial issues (e. g. financial performance, budgets or budgetary cuts)
d) Future plans (e.g. changes in goods produced or services offered, company expansion or
contraction)
e) Pay issues (e.g. wage or salary reviews, bonuses, regarding, job evaluation)
f) Leave and flexible working arrangements, including working time
g) Welfare services and facilities (e.g. child care, rest rooms, car parking, canteens,
recreation)
h) Government regulations (e.g. EU Directives, Local Authority regulations)
i) Work organization (e.g. changes to working methods, allocation of work between
employees, multi-skilling)
j) Health and safety
k) Equal opportunities and diversity
l) Training
m) Other.
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25. Scales for Independent Variables
Sr.
No.
Variable Summary Scale items
10. Communication and
information sharing
• Do you have meetings between line managers or supervisors and all the workers for whom
they are responsible?
a) Yes
b) No.
• How frequent are these meetings?
a) Daily
b) Weekly (Less than daily, but at least once a week)
c) Fortnightly(Less than weekly, but at least once a fortnight)
d) Monthly (Less than fortnightly, but at least once a month)
e) Quarterly(Less than monthly, but at least once every 3 months)
f) Less than once every 3 months.
• Looking at the following list, which three issues are discussed most often at the
meetings?
a) Production issues (e.g. level of production or sales, quality of product or service)
b) Employment issues (e.g. avoiding redundancies, reducing labor turnover)
c) Financial issues (e. g. financial performance, budgets or budgetary cuts)
d) Future plans (e.g. changes in goods produced or services offered, company expansion or
contraction)
e) Pay issues (e.g. wage or salary reviews, bonuses, regarding, job evaluation)
f) Leave and flexible working arrangements, including working time
g) Welfare services and facilities (e.g. child care, rest rooms, car parking, canteens,
recreation)
h) Government regulations (e.g. EU Directives, Local Authority regulations)
i) Work organization (e.g. changes to working methods, allocation of work between
employees, multi-skilling)
j) Health and safety
k) Equal opportunities and diversity
l) Training
m) Other (please specify) __________________
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26. Scales for Independent Variables
Sr.
No.
Variable Summary Scale items
11. Result Oriented
Appraisal
Count across 3 items:
• In which of the following groups are there employees who have their performance
formally appraised?
a) Managers and senior officials
b) Employees in non-managerial occupations
c) None of these
• What proportion of managerial employees at this organization have their performance
formally appraised?
a. All (100%)
b. Almost all (80-99%)
c. Most (60-79%)
d. Around half (40-59%)
e. Some (20-39%)
f. Just a few (1-19%).
• What proportion of non-managerial employees at this organization have their
performance formally appraised?
a) All (100%)
b) Almost all (80-99%)
c) Most (60-79%)
d) Around half (40-59%)
e) Some (20-39%)
f) Just a few (1-19%).
12. Job Security Count across 1 item:
• Is there a policy of guaranteed job security or no-compulsory redundancies for either of
these groups of employees?
a) Managers and senior officials
b) Non managerial employees
c) None of these
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27. Scales for Independent Variables
Sr.
No.
Variable Summary Scale items
13. Profit Sharing Count across 2 items:
• Do any employees at this organization receive profit-related payments or profit-related
bonuses?
a) Yes
b) No
• If yes, which groups of employees are participating in the profit-related pay scheme?
a) Managers and senior officials/ professionals.
b) Employees in non-managerial occupations.
14. Formal Grievances Count across 1 item:
1. Is there a formal procedure for dealing with individual grievances raised by any employee at
this organization?
a) Yes, there is a formal procedure
b) No, there is no process at all
c) No, the HR or line manager informally deals with complaints.
15. Promotion based on
merit
Count across 1 item:
1) Is the promotion based on performance or seniority?
a) Pure performance
b) Performance with some weightage of seniority
c) Seniority with performance in the background
d) Seniority only
16. Employee Stock
Ownership
Count across 2 items:
• Are any of the employees eligible for employee share ownership scheme(s) in this company?
a) Yes
b) No
• If yes, which groups of employees are eligible for the employee share ownership scheme(s)?
a) Managers and senior officials/ professionals.
b) Employees in non-managerial occupations
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28. Scales for Dependent Variables and Moderators
Sr.
No.
Variable Summary Scale items
1. Job Satisfaction
Used by Timming
(2012)
How satisfied are you with the following aspects of your job?
 The sense of achievement you get from your work
 The scope for using your own initiative
 The amount of influence you have over your job
 The training you receive
 The amount of pay you receive
 Your job security
 The work itself
2. Job stress
Used by Jones,
Latreille and Sloane
(2015)
Thinking of the past few weeks, how much of the time has your job made you feel each of the
following? Tick one box in each row
 Tense
 Depressed
 Worried
 Gloomy
 Uneasy
 Miserable
3. Organizational
Commitment
Used by Timming
(2012)
To what extent do you agree or disagree with the following statements about working here? Tick
one box in each row
 I share many of the values of my organization.
 I feel loyal to my organisation.
 I am proud to tell people who I work for
4. Work engagement
Used by Lai, Saridakis
and Blackburn (2015)
 Overall, how good are managers at seeking views of employees or employee reps?
 How good are managers responding to suggestions from employees or employee reps?
 How good are managers at allowing employees or worker reps influence final decision?
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29. Sr.
No.
Variable Summary Scale items
5. Perceived
organizational
performance
1) Compared with other organizations in the same industry how would you assess your
organization's financial performance
a) A lot better than average
b) Better than average
c) About average for industry,
d) Below average
e) A lot below average
f) No comparison possible
g) Relevant data not available.
6. Work autonomy
Used by Carr and
Mellizo (2013)
In general, how much influence do you have over the following?
 over the tasks you do in your job
 the pace at which you work
 how you do your work
 the order in which you carry out the tasks
 The time you start or finish your working day
7. Employee Trust
Used by Lai, Saridakis
and Blackburn (2015)
 Managers here can be relied upon to keep their promises.
 Managers here are sincere in attempting to understand employees’ views.
 Managers here deal with employees honestly.
 Managers here understand about employees’ responsibilities outside workplace.
 Managers here encourage people to develop their skills.
 Managers here treat employees fairly.
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Scales for Dependent Variables and Moderators