A meta-analysis on the effects of high-performance work practices in small and medium-sized enterprises: An exploration of organizational- and individual-level outcomes

HANSEN, Christopher; USANOVA, Ksenia; GERAUDEL, Mickaël

doi:10.1016/j.jbvi.2025.e00572

Article (Scientific journals)

A meta-analysis on the effects of high-performance work practices in small and medium-sized enterprises: An exploration of organizational- and individual-level outcomes

HANSEN, Christopher; USANOVA, Ksenia; GERAUDEL, Mickaël

2025 • In Journal of Business Venturing Insights

Peer reviewed

Permalink
https://hdl.handle.net/10993/65870

DOI
10.1016/j.jbvi.2025.e00572

Files (1)Send to Details Statistics Bibliography Similar publications

Files

Full Text

Published_JBVI_Hansen et al 2025.pdf

Publisher postprint (2.68 MB)

Download

All documents in ORBilu are protected by a user license.

Send to

RIS BibTex APA Chicago Permalink X Linkedin

Details

Keywords :

HPWP; HPWS; SMEs; Meta-analysis

Abstract :

[en] This research aims to achieve two objectives: to confirm results about the effects of high-performance work practices (HPWPs) at the organizational level, and to explore the effects of HPWPs on individual employee performance in small and medium-sized enterprises (SMEs). We conducted a meta-analysis of 115 studies to investigate how high-performance work practices are positively related to organizational and individual outcomes in SMEs, identifying critical benefits HPWPs offer. At the organizational level, HPWPs are positively related to firm performance, growth, and innovation, while negatively related to turnover and absenteeism rates. At the individual level, HPWPs are positively related to employee engagement, motivation, creativity, entrepreneurial orientation, job satisfaction, and organizational commitment, while negatively related to turnover intention. We nuance the applicability of HPWPs to the SME context and we contribute to the literature by highlighting the role of HPWPs at the individual level.

Disciplines :

General management, entrepreneurship & organizational theory

Author, co-author :

HANSEN, Christopher ; University of Luxembourg > Faculty of Law, Economics and Finance > Department of Economics and Management > Team Mickaël GERAUDEL

USANOVA, Ksenia ; UCD school of business, Ireland

GERAUDEL, Mickaël ; University of Luxembourg > Faculty of Law, Economics and Finance (FDEF) > Department of Economics and Management (DEM)

External co-authors :

yes

Language :

English

Title :

A meta-analysis on the effects of high-performance work practices in small and medium-sized enterprises: An exploration of organizational- and individual-level outcomes

Publication date :

2025

Journal title :

Journal of Business Venturing Insights

ISSN :

2352-6734

Publisher :

Elsevier, United States

Peer reviewed :

Peer reviewed

Available on ORBilu :

since 19 September 2025

Statistics

Number of views

17 (1 by Unilu)

Number of downloads

7 (0 by Unilu)

More statistics

Scopus citations^®

Scopus citations^®
without self-citations

Bibliography

∗Aït Razouk, A., High-performance work systems and performance of French small-and medium-sized enterprises: examining causal order. Int. J. Hum. Resour. Manag. 22:2 (2011), 311–330.
∗Al-Ajlouni, M.I., Can high-performance work systems (HPWS) promote organisational innovation? Employee perspective-taking, engagement and creativity in a moderated mediation model. Employee Relat. 43:2 (2021), 373–397.
∗Allen, M.R., Ericksen, J., Collins, C.J., Human resource management, employee exchange relationships, and performance in small businesses. Hum. Resour. Manag. 52:2 (2013), 153–173.
Appelbaum, E., Bailey, T., Berg, P., Kalleberg, A.L., Manufacturing advantage: why high-performance work systems pay off, 2000, Cornell University Press.
Barney, J., Firm resources and sustained competitive advantage. J. Manag., 1991.
Becker, B.E., Huselid, M.A., Pickus, P.S., Spratt, M.F., HR as a source of shareholder value: research and recommendations. Hum. Resour. Manag. 36:1 (1997), 39–47.
Boon, C., Den Hartog, D.N., Lepak, D.P., A systematic review of human resource management systems and their measurement. J. Manag. 45:6 (2019), 2498–2537.
Bos‐Nehles, A., Townsend, K., Cafferkey, K., Trullen, J., Examining the ability, Motivation and Opportunity (AMO) framework in HRM research: conceptualization, measurement and interactions. Int. J. Manag. Rev. 25:4 (2023), 725–739.
∗Chadwick, C., Li, P., HR systems, HR departments, and perceived establishment labor productivity. Hum. Resour. Manag. 57:6 (2018), 1415–1428.
∗Chadwick, C., Way, S.A., Kerr, G., Thacker, J.W., Boundary conditions of the high‐investment human resource systems‐small‐firm labor productivity relationship. Pers. Psychol. 66:2 (2013), 311–343.
Cheung, M.W.L., A guide to conducting a meta-analysis with non-independent effect sizes. Neuropsychol. Rev. 29:4 (2019), 387–396.
Collings, D.G., Mellahi, K., Strategic talent management: a review and research agenda. Hum. Resour. Manag. Rev. 19:4 (2009), 304–313.
Combs, J., Liu, Y., Hall, A., Ketchen, D., How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Pers. Psychol. 59:3 (2006), 501–528.
De Grip, A., Sieben, I., The effectiveness of more advanced human resource systems in small firms. Int. J. Hum. Resour. Manag. 20:9 (2009), 1914–1928.
∗De Winne, S., Sels, L., Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy. Int. J. Hum. Resour. Manag. 21:11 (2010), 1863–1883.
Delery, J.E., Shaw, J.D., The Strategic Management of People in Work Organizations: Review, Synthesis, and Extension. 2001, Research in personnel and human resources management.
∗Della Torre, E., Gritti, A., Salimi, M., Direct and indirect employee voice and firm innovation in small and medium firms. Br. J. Manag. 32:3 (2021), 760–778.
∗Do, H., Shipton, H., High-performance work systems and innovation in Vietnamese small firms. Int. Small Bus. J. 37:7 (2019), 732–753.
European Commission. SMEs: Small and medium-sized enterprises, 2021, European Commission https://single-market-economy.ec.europa.eu/smes_en.
∗Faems, D., Sels, L., De Winne, S., Maes, J., The effect of individual HR domains on financial performance: evidence from Belgian small businesses. Int. J. Hum. Resour. Manag. 16:5 (2005), 676–700.
Farndale, E., Paauwe, J., SHRM and context: why firms want to be as different as legitimately possible. Journal of Organizational Effectiveness: People and Performance 5 (2018), 202–210.
∗Giannikis, S., Grougiou, V., Kapoutsis, I., The effects of entrepreneurial orientation on job stressors and the moderating role of high-performance work systems: employee perspectives from two industries. Int. J. Hum. Resour. Manag. 32:14 (2021), 3033–3060.
∗Guerrero, S., Cayrat, C., Cossette, M., Human resource professionals' human and social capital in SMEs: small firm, big impact. Int. J. Hum. Resour. Manag. 33:16 (2022), 3252–3274.
∗Haar, J., O'Kane, C., Daellenbach, U., High performance work systems and innovation in New Zealand SMEs: testing firm size and competitive environment effects. Int. J. Hum. Resour. Manag. 33:16 (2022), 3324–3352.
Hansen, C., Steinmetz, H., Block, J., How to conduct a meta-analysis in eight steps: a practical guide. Management Review Quarterly 72 (2022), 1–19.
Harney, B., Alkhalaf, H., A quarter‐century review of HRM in small and medium‐sized enterprises: capturing what we know, exploring where we need to go. Hum. Resour. Manag. 60:1 (2021), 5–29.
Huselid, M.A., The impact of human resource management practices on turnover, productivity, and corporate financial performance. Acad. Manag. J. 38:3 (1995), 635–672.
Hunter, J.E., Schmidt, F.L., Methods of meta-analysis: Correcting Error and Bias in Research Findings. 1990, Sage Publications, Inc., Newbury Park, CA.
Hunter, J.E., Schmidt, F.L., Methods of meta-analysis: Correcting Error and Bias in Research Findings (2Nd Ed. 2004, Sage Publications, Inc, Thousand Oaks, CA.
Jiang, K., Lepak, D.P., Hu, J., Baer, J.C., How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Acad. Manag. J. 55:6 (2012), 1264–1294.
Kaushik, D., Mukherjee, U., High-performance work system: a systematic review of literature. Int. J. Organ. Anal. 30:6 (2022), 1624–1643.
∗Kim, K.Y., Messersmith, J.G., Allen, D.G., Are they worth it? Warmth and competence perceptions influence the investment of slack resources in and the efficacy of HPWS. Pers. Psychol. 74:3 (2021), 611–640.
Konstantopoulos, S., Fixed effects and variance components estimation in three-level meta-analysis. Res. Synth. Methods 2:1 (2011), 61–76.
Krishnan, T.N., Scullion, H., Talent management and dynamic view of talent in small and medium enterprises. Hum. Resour. Manag. Rev. 27:3 (2017), 431–441.
Kroon, B., Van De Voorde, K., Timmers, J., High performance work practices in small firms: a resource-poverty and strategic decision-making perspective. Small Bus. Econ. 41 (2013), 71–91.
∗Lai, Y., Saridakis, G., Johnstone, S., Human resource practices, employee attitudes and small firm performance. Int. Small Bus. J. 35:4 (2017), 470–494.
∗Li, S., Rees, C.J., Branine, M., Employees' perceptions of human resource management practices and employee outcomes: empirical evidence from small and medium-sized enterprises in China. Employee Relat. 41:6 (2019), 1419–1433.
∗Liang‐Chih, H., Tzeng‐Tian, H., Chien‐Bin, H., Companies to promote CSR impact on employees: high‐performance work systems as a moderator. Business Ethics, the Environment & Responsibility 31:4 (2022), 999–1013.
MacDuffie, J.P., Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. Ind. Labor Relat. Rev. 48:2 (1995), 197–221.
∗Martínez-del-Río, J., Perez-Luño, A., Bojica, A.M., In prosperity and adversity? The value of high-performance work practices for SMEs under conditions of environmental hostility and social embeddedness. Int. J. Manpow., 2022 (ahead-of-print).
∗McClean, E., Collins, C.J., High‐commitment HR practices, employee effort, and firm performance: investigating the effects of HR practices across employee groups within professional services firms. Hum. Resour. Manag. 50:3 (2011), 341–363.
∗McClean, E., Collins, C.J., Expanding the concept of fit in strategic human resource management: an examination of the relationship between human resource practices and charismatic leadership on organizational outcomes. Hum. Resour. Manag. 58:2 (2019), 187–202.
∗Messersmith, J.G., Guthrie, J.P., High performance work systems in emergent organizations: implications for firm performance. Hum. Resour. Manag. 49:2 (2010), 241–264.
Moeyaert, M., Ugille, M., Natasha Beretvas, S., Ferron, J., Bunuan, R., Van den Noortgate, W., Methods for dealing with multiple outcomes in meta-analysis: a comparison between averaging effect sizes, robust variance estimation and multilevel meta-analysis. Int. J. Soc. Res. Methodol. 20:6 (2017), 559–572.
Page, M.J., McKenzie, J.E., Bossuyt, P.M., Boutron, I., Hoffmann, T.C., Mulrow, C.D., et al. The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. Int. J. Surg., 88, 2021, 105906.
∗Pajo, K., Coetzer, A., Guenole, N., Formal development opportunities and withdrawal behaviors by employees in small and medium‐sized enterprises. J. Small Bus. Manag. 48:3 (2010), 281–301.
∗Parwita, G.B.S., Arsawan, I., Koval, V., Hrinchenko, R., Bogdanova, N., Tamošiūnienė, R., Organizational innovation capability: integrating human resource management practice, knowledge management and individual creativity. Intelektine Ekonomika/Intellect. Econ. 15:2 (2021), 22–45.
Patel, Cardon, M.S., Adopting HRM practices and their effectiveness in small firms facing product-market competition. Hum. Resour. Manag. 49:2 (2010), 265–290.
∗Patel, P.C., Conklin, B., Perceived labor productivity in small firms—The effects of high–performance work systems and group culture through employee retention. Entrep. Theory Pract. 36:2 (2012), 205–235.
∗Patel, P.C., Messersmith, J.G., Lepak, D.P., Walking the tightrope: an assessment of the relationship between high-performance work systems and organizational ambidexterity. Acad. Manag. J. 56:5 (2013), 1420–1442.
Posthuma, R.A., Campion, M.C., Masimova, M., Campion, M.A., A high performance work practices taxonomy: integrating the literature and directing future research. Journal of management 39:5 (2013), 1184–1220.
Purcell, J., Hutchinson, S., Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence. Hum. Resour. Manag. J. 17:1 (2007), 3–20.
Rabl, T., Jayasinghe, M., Gerhart, B., Kuhlmann, T.M., A meta-analysis of country differences in the high-performance work system–business performance relationship: The roles of national culture and managerial discretion. J. Appl. Psychol. 99:6 (2014), 1011–1041.
Rauch, A., Hatak, I., A meta-analysis of different HR-enhancing practices and performance of small and medium sized firms. J. Bus. Ventur. 31:5 (2016), 485–504.
Saridakis, G., Lai, Y., Cooper, C.L., Exploring the relationship between HRM and firm performance: a meta-analysis of longitudinal studies. Hum. Resour. Manag. Rev. 27:1 (2017), 87–96.
∗Schmelter, R., Mauer, R., Börsch, C., Brettel, M., Boosting corporate entrepreneurship through HRM practices: evidence from German SMEs. Hum. Resour. Manag. 49:4 (2010), 715–741.
∗Sels, L., De Winne, S., Maes, J., Delmotte, J., Faems, D., Forrier, A., Unravelling the HRM–performance link: value‐creating and cost‐increasing effects of small business HRM. J. Manag. Stud. 43:2 (2006), 319–342.
∗Shahzad, K., Arenius, P., Muller, A., Rasheed, M.A., Bajwa, S.U., Unpacking the relationship between high-performance work systems and innovation performance in SMEs. Pers. Rev. 48:4 (2019), 977–1000.
∗Shahzad, K., De Sisto, M., Rasheed, M.A., Bajwa, S.U., Liu, W., Bartram, T., A sequential relationship between entrepreneurial orientation, human resource management practices, collective organisational engagement and innovation performance of small and medium enterprises. Int. Small Bus. J. 40:7 (2022), 875–903.
∗Sheehan, M., Human resource management and performance: evidence from small and medium-sized firms. Int. Small Bus. J. 32:5 (2014), 545–570.
∗Sheehan, M., Garavan, T., High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs. Int. J. Hum. Resour. Manag. 33:16 (2022), 3353–3386.
Subramony, M., A meta‐analytic investigation of the relationship between HRM bundles and firm performance. Hum. Resour. Manag. 48:5 (2009), 745–768.
Unger, J.M., Rauch, A., Frese, M., Rosenbusch, N., Human capital and entrepreneurial success: a meta-analytical review. J. Bus. Ventur. 26:3 (2011), 341–358.
Van Lancker, E., Knockaert, M., Audenaert, M., Cardon, M., HRM in entrepreneurial firms: a systematic review and research agenda. Hum. Resour. Manag. Rev., 32(3), 2022, 100850.
Viechtbauer, W., Conducting meta-analyses in R with the metafor package. J. Stat. Software 36 (2010), 1–48.
∗Way, S.A., High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of management 28:6 (2002), 765–785.
World Bank. Small and medium enterprises (SMEs) finance, 2023, World Bank https://www.worldbank.org/en/topic/smefinance.
Wu, N., Hoque, K., Bacon, N., Bou Llusar, J.C., High‐performance work systems and workplace performance in small, medium‐sized and large firms. Hum. Resour. Manag. J. 25:4 (2015), 408–423.
Zhai, X., Tian, X., An institutional view on the relationship between high-performance work system and organizational performance: the role of country of origin. Pers. Rev. 52:4 (2023), 1051–1070.