High-Performance Work Practices and Job Performance: Evidence from Nepalese Bank Employees

Abstract

The main purpose of this study is to examine the relationship between HPWPs and employee job performance in the context of Nepalese banking sector. The study adopted quantitative, causal-comparative research design. Convenience sampling technique was adopted to collect data from 392 respondents. Simple and multiple regression assessed the effect of dimension of HPWPs, and overall HPWPs on employee job performance. Six out of seven dimensions (selective hiring, training, safety, evaluation, incentive, participation, job design) had a positive significant effect on employee job performance. Participation did not have significant impact on employee performance, while training (B = 0.158, β = 0.161), selective hiring (B =0.153, β = 0.156), and performance evaluation (B =0.15, β = 0.154) showed the strongest effects. Findings of the study revealed that bank employees perceive HPWPs positively, and strongly link to better job performance. HPWPs work best as a bundle rather than in isolation. Bank managers must reinforce bundle HR practices to make employee perform better.