The Effect of High-Performance Work Systems on Organizational Resilience: A Case Of Selected Commercial Banks In Tanzania
There is a growing interest in high-performance work systems (HPWSs) and their impact on organizational resilience. However, little is known regarding the extent to which HPWS lead to enhanced organizational resilience. This study analyzes the links between HPWS and organizational resilience using a sample of 206 employees from commercial banks in Dar es Salaam and Mwanza cities. The study’s specific objectives were to generate knowledge about the effect of HPWSs on organizational resilience: to identify factors influencing high-performance work systems to build organizational resilience, to identify the contribution of human capital value in organizational resilience, and to determine the role of human capital heterogeneity in organizational resilience. The questionnaire, key informant interviews, and focus group discussions were used to collect data for this study. Using Peason Correlation analysis, distriptive statistics, marginal effects, and content analysis, the findings reveal that job rotation, staff empowerment, and teamwork are HPWS characteristics that benefit organizational resilience. Staff regular training, firm-specific skills development, and job experience training are examples of how human capital influences organizational resilience. Objective performance, performance appraisal, and staff compensation are examples of how human capital diversity influences positive organizational resilience. This study found that HPWS has a beneficial influence on organizational resilience, which is critical in the banking sector due to the high risk of risks connected with global economic change and technological advancements.
Keywords: High-performance work systems, Organizational, Resilience, Human Capital, Human Heterogeneity.
