Affiliations: Harbin Institute of Technology, Science Park Campus, 2H Building, Harbin, China
Correspondence:
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Corresponding author: Kamran Naeem, Harbin Institute of Technology, Science Park Campus, 2H Building, Harbin 150001, China. Tel.: +86 13059031371; E-mail: kamrannkk@hotmail.com.
Abstract: The intent of this empirical assessment was to investigate whether or not high-performance work practices (HPWPs) mitigate work-role ambiguity in business enterprises and other societal human organizations. Data were collected from 245 respondents from service sector organizations, operating in Pakistan, via a voluntary cross-sectional online survey. Pearson correlation and regression analyses test the study’s hypotheses and deduce its results. All HPWPs, i.e., i) selective staffing, ii) extensive training, iii) career development, iv) extensive compensation, v) performance appraisal and vi) employee participation, were found negatively associated with work-role ambiguity perceptions, thereby implying that high-performance work practices can reduce work-role ambiguity. Despite its qualifications, the empirical assessment offers theoretical implications and future-research directions, along with important policymaking implications for practitioners.
Keywords: High performance work practices (HPWPs), role ambiguity, service sector, Pakistan
