High‐involvement work practices, quality results, and the role of HR function

Purpose This article explores the relationship between high‐involvement work practices and quality results, and the role of HR function in the implementation of quality and high‐involvement work practices. Design/methodology/approach Quality managers and HR managers from 34 manufacturing firms with ISO 9001 certification and competing for national/international quality awards responded. Correlation and regression were used for the data analysis. Findings Team work, communication, performance evaluation, empowerment, rewards and recognition, and skill development practices significantly positively correlate with quality results. Of these practices, performance evaluation has the greatest impact followed by communication, and rewards and recognition. In the implementation of quality and work practices, the role of the HR department can be identified as “steering”. Originality/value A majority of research studies on high‐involvement work practices has been confined to Western manufacturing contexts; and findings of these studies are not conclusive. It is expected that the findings of this exploratory study will be able to establish baseline data to stimulate further research in this area.