Human Capital and Performance Management in High Performing Service Industry: A Case of the Impact of an Acquisition

Research output: Contribution to conferenceConference paper presented at Conference (not in Proceedings)

Abstract

Purpose: This study examines the impact of a change (an acquisition) on the performance of the human capital of a High Performance Work System (HPWS) setting. It specifically investigates human capital dimensions such as employee incentives, skills, participation, firm-specific knowledge and customer relations performance.

Design/methodology/approach: Using an exploratory approach, this paper is based on both qualitative and quantitative analysis. Findings – This paper adds to the performance management literature and further contributes to the impact of change on different components of HPWS settings.

Research limitations/implications: This paper lays the foundation for more thorough studies on the impact of change on HPWS environments. Empirical research will be needed to verify the new conceptual model presented in different high performing settings.

Originality/value: Additional evidence is gained of the importance of effective change management in a HPWS setting. 

Original languageEnglish
Pages1-23
Number of pages23
Publication statusPublished - 21 Jul 2010
Externally publishedYes
EventGlobal Accounting and Organizational Change Research Network Conference - Babson College, MA, United States
Duration: 21 Jul 201024 Jul 2010
https://www.latrobe.edu.au/cpsgap/2017-gaoc-conference/about

Conference

ConferenceGlobal Accounting and Organizational Change Research Network Conference
Abbreviated titleGAOC
CountryUnited States
CityMA
Period21/07/1024/07/10
Internet address

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  • Cite this

    Razi, N. (2010). Human Capital and Performance Management in High Performing Service Industry: A Case of the Impact of an Acquisition. 1-23. Paper presented at Global Accounting and Organizational Change Research Network Conference, MA, United States.