Abstract
This study explores the critical relationship between High-Performance Work Systems (HPWS) and the overall performance of general industrial enterprises, specifically focusing on the financial implications and costs associated with implementing these systems. By examining the integration of advanced human resource practices—such as selective hiring, extensive training, incentive compensation, and employee participation—the research aims to determine whether the substantial investment required for HPWS yields a proportional increase in organizational productivity and competitive advantage. The investigation utilizes a quantitative approach, analyzing data from industrial firms to assess how the costs of training, technology adoption, and administrative restructuring impact short-term and long-term financial health. Findings suggest that while the initial costs of HPWS are significant, they serve as a catalyst for enhanced operational efficiency, reduced turnover, and improved product quality, which collectively drive superior enterprise performance. The paper concludes that the strategic alignment of human capital investments with organizational goals is essential for offsetting costs, recommending that industrial managers view HPWS not merely as an expense but as a sustainable long-term investment. Ultimately, the study provides a framework for balancing the financial burdens of modern management practices with the necessity of maintaining high performance in a volatile industrial market.
DOI
10.33095/jeas.v15i54.1170
Subject Area
Managerial
First Page
85
Last Page
116
Recommended Citation
Al-Anzi, S. A., & Dabbas, H. F. (2009). High Performance Work Systems and General Industrial Enterprise Performance. Journal of Economics and Administrative Sciences, 15(54), 85-116. https://doi.org/10.33095/jeas.v15i54.1170
