Edinburgh Napier University

  Purpose
The article theoretically proffers and empirically evidences five inter-related high performance working (HPW) groupings of value to practitioners interested in developing HPW in their organizations.
Design/methodology/approach
The empirical research is based on three UK-based qualitative case studies. Data are drawn from nine in-depth interviews with managers (three from each case) and three subsequent focus groups (one in each case). Focus groups comprised six, eight and four employee (non-manager) interviewees respectively.
Findings
The empirical findings validate the theoretical importance of the five identified HPW groupings. More, they imply a number of relationships within and between the five groupings, confirming the need to view the groupings collectively and dynamically.
Originality/value
The five HPW groupings provide a foundation for further research to closely evaluate the dynamism within and across the groupings. They also offer practical types of HR interventions and actions for practitioners to evaluate the strengths and weaknesses of HPW
in their organizations.