Asian J. Management 5(3): July- September, 2014 318 ISSN- 0976- 495X www.anvpublication.org RESEARCH ARTICLE An Organisational Analysis of High Performance Work Practices Prof. B. K. Punia 1 , Dr. Naval Garg 1 , Naval Garg 2 1 Haryana School of Business, Guru Jambeshwar University of Science & Technology, Hisar 2 Administrative Officer, Oriental Insurance Company Limited *Corresponding Author E-mail: naval_garg123@yahoo.co.in ABSTRACT: In this world obsessed with performance excellence, High Performance Work Practices has acquired a salutary distinction. High Performance Work System is a blend of theoretical models and practical approaches backed up with ‘how, why, what and when to plan’ for the organization. It is regarded as a totally win-win approach where employees and employers gain by simply modifying some of the existing procedures, mechanisms and systems. Thus in this light it is interesting to discuss the employees’ perception regarding awareness, availability and effectiveness of HPWPs among manufacturing and service organisations. Here Hypothesis testing concluded significant perceptual differences in all three levels among two different type of organisation. Further segmentation of 35 HPWPs has been done using factor analysis and T-test has highlighted significance of differences in perception of employees for extracted factors among manufacturing and service organizations. KEYWORDS: High performance work practices, High performance organizations, Organisations, Variations. INTRODUCTION: In this world obsessed with performance excellence, High Performance Work Practices has acquired a salutary distinction. Every organization whether public or private, manufacturing or service, big or small irrespective of their size, time, and place works to improve performance both in qualitative and quantitative terms through performance practices. High Performance Work System is a blend of theoretical models and practical approaches backed up with ‘how, why, what and when to plan’ for the organization. It is regarded as a totally win-win approach where employees and employers gain by simply modifying some of the existing procedures, mechanisms and systems. HPWPs tend to involve the employee in work practices, enhance skills and ability of employees and foster their loyalty for the organization. So, they approach employees with a holistic framework of building a healthy relationship between employee and organization. Further one key does not suit every lock. There exist definite differences in the way a practice is perceived in different types of organisations. In this light present paper explore perception of employees of manufacturing and service organisations for HPWPs. Received on 09.03.2014 Modified on 15.04.2014 Accepted on 20.04.2014 © A&V Publication all right reserved Asian J. Management 5(3): July-September, 2014 page 318-324 An extensive literature review has been done to get acquainted with various paradigms of High Performance Work Practices. A brief description of reviewed literature has been given below. LITERATURE REVIEW: There are multiple nomenclatures and theories regarding HPWPs, as they have been called with different names as high performance work systems, alternate work practices, and flexible work practices (Delaney and Godard, 2001).In the modern times HPWPs have been referred as a mechanism for value creation and value enhancement of employees. They are promoted as ‘revolutionary practices’ as these practices are associated with higher performance level than those associated with traditional work place and employment related practices (Godard, 2004). They act as a tool of workplace innovation and experiments by enterprises in order to escape the works system of the past. Further they help to align human resource practices more closely with contemporary form of competition and environment (Osterman, 1994). It is noteworthy to clarify that HPWPs require intensive investment in human resource to enhance employee’s skills, value, knowledge, motivation level, morale, commitment and flexibility. Further, they aspire to increase ability and the opportunity of employee to participate in decisions