A Relational Model of How High-Performance Work Systems Work

Gittell, Jody Hoffer; Seidner, Rob; Wimbush, Julian

doi:10.1287/orsc.1090.0446

Cited by 719

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A Relational Model of How High-Performance Work Systems Work

Gittell, Jody Hoffer, Seidner, Rob, Wimbush, Julian·2010·Organization Science

DOI 10.1287/orsc.1090.0446

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Abstract

In this paper we explore a causal mechanism through which high-performance work systems contribute to performance outcomes. We propose that high-performance work systems can improve organizational performance by strengthening relationships among employees who perform distinct functions, a pathway that is expected to be particularly important in settings characterized by highly interdependent work. In a nine-hospital study of patient care, we identify high-performance work practices that positively predict the strength of relational coordination among doctors, nurses, physical therapists, social workers, and case managers, in turn predicting quality and efficiency outcomes for their patients. Relational coordination mediates the association between these high-performance work practices and outcomes, suggesting a relational pathway through which high-performance work systems work.

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Authors: Gittell, J. H., Seidner, R., & Wimbush, J.
Venue: Organization Science
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Published: 2010-04
Volume: 21
Issue: 2
Pages: 490-506
ISSN: 1047-7039 (ISSN-L)
1526-5455
DOI: 10.1287/orsc.1090.0446
OpenAlex: W2049346019
Cited by: 719
References: 10
FWCI: 26.12
Type: journal article
Language: en
Open access: closed

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A Relational Model of How High-Performance Work Systems Work

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