Abstract:
This article investigates high performance work
practices used in project-based globally distributed
software development firms in Sri Lanka
and their effects on job performance. A random
sample of 220 employees engaged full-time in
globally distributed software development
firms in Sri Lanka responded. For the data
analysis, descriptive statistics, factor analysis,
correlation analysis, and multiple regression
analysis were used. Three main high performance
work practices were identified by the
analysis, namely, performance evaluation,
learning and development, and involvement in
decision making. These three practices significantly
and positively predict job performance of
employees attached to project-based globally
distributed software development firms.
Citation:
Wickramasinghe, V., & Liyanage, S. (2013). Effects of High Performance Work Practices on Job Performance in Project-Based Organizations. Project Management Journal, 44(3), 64–77. https://doi.org/10.1002/pmj.21342
