Effects of high performance work practices on job performance in project-based organizations

Organizations with project-based work structures have intensified in recent years to respond to the highly differentiated and customized nature of demand in certain industries, such as creative and cultural, high technology, and professional and consulting industries. This paper investigates high performance work practices (HPWPs) used in project-based globally distributed software development firms in Sri Lanka and their effects on job performance. It identifies HPWPs used in the project-based globally distributed software development firms and investigates to what extent HPWPs play a significant role in enhancing job performance of employees. A random sample of 220 employees engaged full-time in globally distributed software development firms in Sri Lanka responded to a self-administered survey questionnaire. For the data analysis, descriptive statistics, factor analysis, correlation analysis, and multiple regression analysis were used.
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