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Introduction
Since the concept of high-performance work practices (HPWPs) has emerged in 1990s (e.g. Arthur, 1994; Robinson et al., 1994; Huselid, 1995; Becker and Gerhart, 1996; Delaney and Huselid, 1996; Delery, 1998), a large number of researchers have explored the linking pin between HPWPs and organizational performance (Obeidat et al., 2016). The association has been studied with the help of various conceptual approaches (Tsai, 2006). These frameworks include: resource-based view, expectancy theory, ability-motivation-opportunity model, social exchange theory, behavioral theory, resource dependency theory, labor process theory, human capital theory, strategic management, etc. (Delaney and Huselid, 1996; Guest, 1997; Appelbaum et al., 2000; Jiang et al., 2012; Darwish and Singh, 2013; Obeidat et al., 2016; Ogbonnaya and Valizade, 2018). Majorly, the theories link HPWPs with both firm-level outcomes and employee-level outcome (Tsai, 2006) through their impact on employees’ skills, knowledge, values, ability, opportunities, motivation, communication, participation, relevance and flexibility (Arthur, 1994; Delaney and Huselid, 1996; Guest, 1997; Ichniowski et al., 1997; Whitfield, 2000; Obeidat et al., 2016).
Researcher found significant empirical evidence of the linkages between HPWPs and a wide range of indicators of organizational performance (Wright and Kehoe, 2008). These indicators include financial performance (Guthrie, 2001; Shih et al., 2006; Sun et al., 2007), total quality management capabilities (Nasim et al., 2014), employee productivity (Huselid, 1995; Guthrie, 2001; Garg and Punia, 2017), different types of employees commitment (Robinson and Morrison, 2000), employee turnover rates, employees participation in decision-making process (Tsai, 2006; Wright and Kehoe, 2008), organizational citizenship behavior (OCB) (Zhao et al., 2007; Garg, 2015a), labor productivity (Datta et al., 2005), employee competence, attitudes and motivation (Huselid, 1995; Jiang et al., 2012; Punia and Garg, 2012), voice suggestions for productivity and quality improvements, employee subjective well-being (Fan et al., 2014), innovative work behaviors (Fu, 2013), empowerment climate (Garg, 2015b) and lower employee turnover (Selden and Sowa, 2015) and competitive advantage (Wright and Gardner, 2000).
Despite extensive empirical and theoretical research works, few theoretical questions remain unanswered in the domain of HPWPs (Obeidat et al., 2016). These theoretical challenges are absence of a widely accepted definition of HPWPs, the conceptualization of HPWPs to identify the HR practices that will form part of...