SURVEY REPORT

SURVEY ON HIGH PERFORMANCE WORK PRACTICES IN

AVIATION SMES
DATE: 31/03/2016
AUTHOR: QUASAR HUMAN CAPITAL

Project number
2015-1-PL01-KA202-016745

www.HiPAir.eu
Consortium:

Disclaimer: The European Commission support for the production of this publication
does not constitute an endorsement of the contents which reflects the views only of the
authors, and the Commission cannot be held responsible for any use which may be made
of the information contained therein

DOCUMENT SUMMARY INFORMATION

Survey Report

Authors and contributors

Initials

Author

Organisation

AS
PR
MD
CM

Ana Serejo
Pedro Rivera
Maria Dinis
Carlos Maio

Quasar
Quasar
Quasar
Quasar

Human
Human
Human
Human

Role
Capital
Capital
Capital
Capital

Researcher
Researcher
Researcher
Researcher

Revision history
Rev.

Who

Date

Comment

Quality Control
Who

Date

Checked and Reviewed by IO

Leader
Approved by Coordinator

TA B L E O F C O N T E N T S
Abbreviations used in this report.................................................................................. 4
Chapter 2......................................................................................................................... 5
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1.1

Executive Summary............................................................................................ 5

1.2

Survey Analyses.................................................................................................. 7

1.2.1

Procedure and Sample.................................................................................. 7

1.2.2

Measures....................................................................................................... 8

1.2.3

Other Measures............................................................................................. 8

1.2.4

Results.......................................................................................................... 9

1.3

Interview Analysis............................................................................................. 16

1.3.1

Interview Procedure and Sample................................................................16

1.3.2

Qualitative Analysis.................................................................................... 16

1.4

Discussion......................................................................................................... 19

1.5

References........................................................................................................ 20

1.7

Annexes............................................................................................................. 21

Abbreviations used in this report

EC European Commission
HiPAir High Performance Work Practices for Competitive SMEs in Aviation Sector
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HPWO High Performance Work Organisation

HPWP High Performance Work Practice
HPWS High Performance Work System
HR Human Resources
HRM Human Resources Management
PL Poland
PT Portugal
SME Small or Medium Organisation
SP Spain
TK Turkey
VET Vocational and Educational Training

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Chapter 2
1.1

Executive Summary

The HiPAir project is a strategic partnership co-funded by the ERASMUS+ programme of

the EC -European Commission, which started in September 2015, born from the
international collaboration between entities from Poland, Portugal, Spain and Turkey.
This project mainly aims to develop skills and work practices in particular for Small and
Medium Enterprises (SMEs) of the aviation sector. With this goal in sight, it intended to:
o
o

Increase the efficiency of Vocational and Education Training (VET) addressed at

the aviation sector;
Reduce skills mismatches in aviation sector, especially those connected to the
competences of managers of SMEs, which will lead to a more efficient
management of the workforce;
Develop transversal skills of VET learners of the aerospace sector using
innovative methods that imply a high engagement of the learners and their
active participation in the learning process and development of the training.

Addressing the goal related with the managers skills, HiPAir will focus on the adoption
of High Performance Work Practices (HPWP), in order to spread, disseminate and
promote the use of exemplar work practices, among European SMEs, underlining the
importance of the using innovative management practices to optimise the potential of
these organisations in the aviation sector.
This project addresses the need for better HR management skills in aviation SMEs,
covering the latest developments in HPWP and best practices within the sector.
Empowering human resources management skills within SMEs will lead to benefits for
both employers and employees. Moreover, the effects of the project should positively
influence effectiveness of European investments on VET.
HiPAir will map, analyse and improve new skills on leadership and work organization,
associated with the better use of human potential. In this matter, HiPAir shall develop
and spread best practices and training curricula about HPWP implementation in
aviation SMEs. These training curricula should bring a sharper approach to
management strategies adequate for more effective utilization of specialized workforce
in aviation.
HiPAir implementation will be driven by 3 major Outputs, namely:
o
o
o

Report on HPWP in aviation sector:

a) Desk Research Report;
b) Survey about HPWP in aviation SMEs.
Training Materials about HPWP in aviation SMEs;
HPWP implementation Roadmap.

The present Survey Report presents data and information concerning the use and
knowledge regarding HPWP in consortium countries companies.
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In this matter, data was collected, via on-line survey and interviews, among
stakeholders identified by HiPAir partners, in the Electronic Database (Deliverable 2).
This data provides an excellent base of comparison to evaluate the development and
use of Innovative human resources practices in the consortiums countries and the
research developed internationally about this subject.
The data collection aims to understand the SMEs actual knowledge and needs in HPWP
matters. This information is crucial to develop training curricula and materials
addressed to aeronautics SMEs managers concerning HPWP.

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1.2

1.2.1

Survey Analyses
Procedure and Sample

Data used in this report was collected through an on-line Survey. SMEs identified in
HiPAir Electronic Stakeholders Database were approached individually, mostly by sector
HiPAirs cluster representative partners, and invited to participate in the project,
fulfilling the information required on survey. Preserving the SME criteria, data was only
considered for companies with less than 250 employees and less than 50 million in
financial turnover, according with EC guidelines.
The sample for this study consists in 52 SMEs, among the 4 countries (PL, PT, SP, TK) in
HiPAirs consortium. The difference observed in the number of participants in each
country, is due to companies collaboration constrains to provide the requested
information. All the companies are related with Aviation Sector, although in different
activities, namely production and components production, engineering, development,
maintenance, manufacture, software development, consulting, research, molds,
prototyping, materials and composites, among others. The participation request was
addressed to owners, managers and HR professionals, in order to obtain more precise
information concerning the HR practices used in the company.

TABLE 1 - SAMPLE DESCRIPTION

Country

Companys Dimension

Frequency

Percent

Poland

20

38,5%

Portugal

10

19,2%

Spain

11

21,2%

Turkey

11

21,2%

Micro

11

21,2

Small

20

38,5

Medium

21

40,4

As described in Error: Reference source not found, the majority of responses are from
Polish companies (38,5%), while the remaining consortiums countries have 10 and 11
participants (19,2% and 21,2%, respectively). Considering companies dimension,
about 40,4% of the participants are medium size enterprises, 38,5% small size
companies and 21,2% micro size companies, considering staff headcount and turnover.
According to EC definition, companies with less than 10 employees and annual financial
turnover below 2 million are classified as Micro enterprises; with less than 50
employees and annual financial turnover below 10 million classified as Small
enterprises; at last, Medium enterprises present less than 250 employees and annual
financial turnover below 50 million.

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1.2.2

Measures

The survey used was tailored for the present study purpose. Keeping in mind the
natural constraints of collecting data among organisations, the survey was simplified
and shortened, in comparison with other works mentioned in the Desk Research Report,
which addressed long HPWP lists.

1.2.2.1 Enterprises characterisation

The participants organisations are characterized through the indicators: Business
Activity; Number of employees; Annual Financial Turnover and Country.

1.2.2.2 High Performance Work Practices Utilisation

In order to understand the HPWP utilisation and considering the risks identified in
previous research, mentioned in the HiPAir desk research report, regarding the
multiplicity of terms used referring to this kind of practices constraining the effective
HPWP identification, the items used reflect practices more consensually identified as
HPWP in different practices bundles.
The prevalence of practices utilisation were examined through various questions
measured in 5 points scales, from 1 Never to 5 Always. Examples of practices were
grouped in 5 different areas, namely: Recruitment and Integration Practices;
Involvement Practices; Training Practices; Rewarding Plans and Work Conditions; and
Work Organisation. The reliability of this scales vary among acceptable (=0,727) and
excellent (=0,95), as showed in Error: Reference source not found.

TABLE 2 - RELIABILITY ANALYSIS

1.2.3

Scale

Cronbachs
Alpha

N. of items

Recruitment & Integration

Practices

0,727

Involvement Practices

0,928

Training Practices

0,950

Rewarding Plans and Work

Conditions

0,727

Work Organisation

0,827

Other Measures

In addition, the participants also had the opportunity to identify other practices, in
every group, which they considered relevant for the matter. For further analyses the
participants were also asked about: HPWP implementation or reinforce priorities in their
companies; Main reasons that hinder the implementation of this practices; Known
training courses and materials concerning the matter and finally if training regarding
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HPWP would be interesting in their companies, for which job positions and relevant
issues.

1.2.4

Results

1.2.4.1 Knowledge regarding HPWP

As appointed in the literature addressed in the desk research report, the majority of
participants in the survey didnt recognize HPWP concept. Only 6 respondents (11,54%)
had some knowledge about HPWP issues (Figure 1).

Figure 1 Knowledge concerning the Concept of High Performance Work Practices

When asked about the concept of HPWP, only four participants identified some ideas.
Were mentioned practices related with: Employees involvement, such as involvement
and empowerment of employees and proximity to top management; Human resource
practices, namely specialised recruitment and skills development, integration and
follow-up of new employees, career plans and annual planning objectives, skills
appraisal, technical and behavioural training, and at last, Reward and commitment
practices, namely retribution related with the company's results.

1.2.4.2 Practices Utilisation by Country

Despite the low knowledge regarding the concept of HPWP, the recurrent utilisation of
HR practices which could be identified as high performance is significantly high. TABLE
3 indicates the percentage distribution of HPWP utilisation, considering the practices
participants mentioned as used often, almost always and always.
As illustrated in this table, Recruitment & Integration Practices are the most used
among the participant companies, varying from 90,6% of referred utilisation in
Spanishs participant enterprises, to 72,8% among the Turkish participants. Practices
for staff integration, such as recruitment interviews and tests, integration programs for
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new employees and internships and trainees programs, are in fact used in the majority
of the sample. The recruitment interviews and tests are particularly popular, with
88,5% of the sample referring to use it often, almost always or always.

TABLE 3 - PRACTICES UTILISATION BY COUNTRY

Country/
Practices use
(often, almost always
& always)

Recruitment
&
Integration
Practices

Involvemen
t Practices

Trainin
g
Practic
es

Compensatio
n Practices

Work
Organisation
Practices

Poland (PL)

90.0%

45.0%

40.0%

45.0%

15.0%

Portugal (PT)

80.0%

70.0%

80.0%

80.0%

40.0%

Spain (SP)

90.9%

45.5%

81.9%

63.7%

45.5%

Turkey (TK)

72.8%

54.6%

81.9%

54.6%

54.6%

Also, other practices referred by the participants, regarding new staff recruitment and
integration are: Protocols with educational institutions; Technical assessments;
Employer Branding Events; Tutoring, Mentoring, Coaching programs and, at last,
Scholarships for students.
Concerning the utilisation of Involvement Practices, the results are less expressive.
Practices such as work versatility, formal performance feedback, internal
communication, employees suggestions programmes, periodical surveys, companys
strategy & results communication and internal careers development plans, show a
lower rate of use among the survey samples, in which the higher value is 70% of the
Portuguese participants. Other consortiums countries range among 45% (PL) and
54,6% (TK). The practice less used in this practices bundle is the integration of internal
careers development plans, in which 67,3% of participants (regardless the country)
mention they never or only sometimes use it among their workers. Other practices
mentioned are: activities and gatherings outside the organisation; sponsoring for nonwork related activities such as sports, competitions, etc.
Training Practices are also commonly used among the participant companies, with high
utilisation rates, between 80% and 81,9%, except for Polish participants whose
utilisation rate does not exceed 40%. Training practices bundle include training plans,
employees opinion about training needs, companys support to attend external
training/education, training needs assessment and training impact assessments. In
addition to the referred practices, one participant also included internal research and
technology development programmes.
Regarding Compensation Practices, the results are considerably higher in Portuguese
SMEs, with 80% of the participant companies mentioning a recurrent use of this bundle
of practices, followed by Spanish participants referring 63,7%, Turkish with 54,6% and
Polish 45%. In this category the practices related with compensation policies more
frequently used are bonuses related with individual performance, attribution of non-pay

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benefits, flexible working conditions and bonuses link to company results. Familyfriendly policies are lightly less implemented.
At last, Work Organisation Practices seem to have the lowest implementation scores
among the tested groups of practices. It ranges between 15% (PL) and 54,6% in Turkey.
Self-managed teams are the most used practice and the implementation of Lean
programmes is the lowest one.

Practices Utilisation by Acquaintance with HPWP Concept

Considering the low rate of acquaintance with HPWP concept, its possible to identify
some bundles of practices with higher rates of utilisation when the concept of HPWP is
known, namely Involvement and Work Organisation Practices, as demonstrated in
tableTABLE 4. In this two groups the score of higher utilisation (often, almost always
and always) nearly double when the participants have some knowledge concerning
HPWP.

TABLE 4 - PRACTICES UTILISATION BY HPWP

KNOWLEDGE
Knowledge of HPWP /
Practices utilisation
(often, almost always
& always)

Recruitment
&
Integration
Practices

Involvemen
t Practices

Trainin
g
Practic
es

Compensatio
n Practices

Work
Organisation
Practices

No

84.8%

47.8%

65.2%

56.5%

30.4%

Yes

83.3%

83.4%

66.7%

66.7%

66.7%

1.2.4.3 Practices Utilisation Organisation Dimension

Analysing variation of practices use according to enterprise dimension, the collected
data show Recruitment and Integration Practices have similar high rates of utilisation,
regardless companies dimension, with a variation from 80,9% and 90%. On the other
hand Involvement Practices display an actually different variation since small
companies (<50 employees, < 10 million turnover) have the lowest utilisation score of
35%, followed by medium sized companies (<250 employees, < 50 million turnover)
with 57,1%, and micro sized enterprises show the higher utilisation, with 72,8% of the
companies referring to use involvement practices often, almost always and always in
their business activity, as listed in TABLE 5.

TABLE 5 - PRACTICES UTILISATION BY ENTERPRISE

DIMENSION
Practices utilisation
(often, almost always &

11

Recruitment &
Integration

Involvemen
t Practices

Training
Practices

Compensatio
n Practices

Work
Organisation

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always)/ Organisation
Dimension

Practices

Micro

81.9%

72.8%

63.7%

72.7%

45.5%

Small

90.0%

35.0%

40.0%

50.0%

15.0%

Medium

80.9%

57.1%

90.5%

57.1%

47.6%

Practices

Training Practices category also shows some variation according to companies size,
namely 90,5% of medium size enterprises present a high utilisation of training
practices, while only 40% of small companies show this recurrent utilisation of training
practices.
Concerning Compensation Practices, micro enterprises are the ones which show the
highest scores, 72.7%, follow by Medium companies, 57,1% and small size enterprises
present the lowest score, of 50%.
Work Organisation Practices show, as already mentioned, the lowest utilisation score
among the bundles of practices analysed, particularly in small size enterprises, which
only 15% rely on practices of this group. Micro and medium enterprises show higher
utilisation scores, varying between 45,5% and 47,6%, respectively.
The complete results regarding HPWP utilisation are synthesized in TABLE 10

1.2.4.4 Practices Implementation Priorities

The study participants manifested a high interest in HPWP implementation. As stated in
tableTABLE 6, for all the listed practices, the participants considered its implementation
as High Important or Urgent in more than 50% of the cases. Nevertheless, the
practices that show the higher scores in the implementation urgency are Training
Practices (86,5%), Continuous Improvement Programme (84,6%) and Internal
Communication (78,9%).

TABLE 6 IMPLEMENTATION PRIORITIES

Practices/
Implementation Priority

Not relevant or
Low importance

Medium
Importance

High Importance
or Urgent

Internal Communication

5,70%

15,40%

78,90%

7,70%

32,70%

59,70%

0,00%

15,40%

84,60%

Recruitment and Selection

9,60%

17,30%

73,10%

Training

1,90%

11,50%

86,50%

Performance Appraisal

3,80%

23,10%

73,10%

Career Plans

7,70%

26,90%

65,40%

Organisational Climate
Survey
Continuous Improvement
Programme

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Work-(re)design to improve
performance

11,50%

34,60%

53,90%

1.2.4.5 Correlations Analyses

In order to better understand the relation between the variations among the different
variables in study, a Pearson correlation test was performed, as presented in TABLE 7,
as well as the mean () and standard deviation (SD) for every scale used.
On this matter, its possible to observe some significant correlations among the HPWP
bundles. The use of Recruitment Practices show a weak to moderate positive
association (0,321 0,514) with Involvement, Training and Compensation Practices, as
well as a weak negative association with variable Country.
Involvement Practices utilization seems to have a strong positive association (0,646
0,691) with such practices as Training, Compensation and Work Organisation.
Similarly, the use of Training Practices shows a significant positive strong correlation
(0,607 0,616) with Compensation and Work Organisation Practices. More, this variable
also presents a weak association (0,369 0,380) with the Country and Organisation
Size.
Compensation Practices use is strongly correlated (0,653) with Work Organisation
Practices.
This correlations analysis suggests some of these practices bundles are used in
combination with others.

TABLE 7 - CORRELATIONS

1. Country

3. HPWP knowledge

4. Recruitment Practices
Employee

Practices

Involvement

6. Training Practices

1.

2.

3.

4.

5.

7. Compensation Practices

8. Work Organisation Practices

9. Implementation Priorities

,312*

-,026

-,091

3,67

1,120

-,337*

,138

,041

2,79

1,223

-,080

,062

,249

,514**

2,95

1,289

,045

,321*

,646**

2,63

0,986

,115

,034

,060

,412** ,691** ,607**

2,13

1,077

,388**

,173

,300*

,204

3,90

0,627

-,191

,236

-,171

,207

,369** ,380**

7.

8.

1
1

,647** ,616** ,653**

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).
a
1. PL; 2. PT; 3. SP; 4. TK
b
1. Micro Enterprise; 2. Small Enterprise; 3. Medium Enterprise
c
1. No; 2. Yes
d
1. Never; 2. Sometimes; 3. Often; 4. Almost Always; 5. Always
e
1. Not Relevant; 2. Low Importance; 3. Medium Importance ; 4. High Importance; 5. Urgent

13

6.

2. Organisation Size

5.

SD

-,005

-,043

-,063

1
-,297*

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1.2.4.6 Reasons that hinder HPWP implementation in SMEs

When asked about the reasons which may establish difficulties regarding HPWP
implementation, the main motives appointed are the lack of information in HPWP
matters (34,62%) and the costs related with the implementation of this practices
(48,08%), as illustrated in Figure 2.
Other reasons mentioned by the participants are, namely, the small number of
employees and lack of time, the need of extra effort in all the organisation structure.

Figure 2 Reasons which hinder HPWP implementation

1.2.4.7 Knowledge concerning HPWP training

When ask about their awareness concerning HPWP subject training offer, HiPAirs
participants clearly state the lack of training regarding this matter, since 82,69% of the
sample dont know any offer in this field, as demonstrated in Figure 3.

Figure 3 HPWP Training offer

Since the training offer may vary among countries, TABLE 8 shows this variation. Poland
and Portugal have similar results, with 90% of the participants mentioning not to know
any training offer about this subject. On the other hand, more than half of the Spanish
participants mentioned to be aware of some kind of training concerning HPWP (54,5%).
None of the Turkish companies who participate in the survey are aware of existing
training about this subject.

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TABLE 8 HPWP TRAINING OFFER

Country/
HPWP training
awareness

PL

No

18

90%

90%

45,5%

11

100%

Yes

10%

10%

54,5%

0%

PT

SP

TK

The training offer and materials identified by the participants are: trainings, books and
information on specific sites and according to the issues to implement; training related
to the tasks, functions, staff development and workers career; high performance
teams management courses and high education.

1.2.4.8 Interest in HPWP

Regardless the awareness concerning HPWP training offer, the interest of the
participants in actually having accessible training and materials regarding this subject
is really high. The interest mentioned by the participants in the different consortiums
countries varies between 75% and 100%, as demonstrated in TABLE 9 INTEREST IN
HPWP TRAINING. Only 6 participantss in the total sample arent interested in this kind
of training offer.

TABLE 9 INTEREST IN HPWP TRAINING

Country/
Interest in HPWP
training

PL

No

25%

Yes

15

75%

PT

SP

10
%
90
%

TK

Total

0%

0%

11,5%

11

100%

11

100
%

46

88,5%

When asked about the job positions which would benefit the most with the HPWP
training, 37% of the participants indicate all or most the job positions; 27% refers
managers, such as top, middle, team and project managers; 27% of the sample
mentioned technical jobs, namely production, operations, manufacturing workers,
engineers and technicians, and finally, 23% indicate support staff, such as HR, quality,
finance, commercial and administrative staff.
Concerning the more relevant aspects in this kind of training offer, 14 respondents
(33%) referred the subjects related with work organisation such as job position redesign, efficient work schedule, processes improvement/productivity, high performance
work, resource planning, resource optimization, lean manufacturing and continuous
improvement; 24% of the participants (10 subjects) consider HR related practices as
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the more relevant, namely recruitment & selection, career planning, performance
appraisal, organisational climate and training/skills development. It is also mentioned
other important subjects (24% of the participants) like economics, sales techniques,
aviation specific issues, ergonomics, customer orientation, decision-making, time-management and teams self-improvement. Engagement, communication and
motivation subjects were referred by 9 participants. Aspects related with HPWP
utilisation arealso identified (for 19% of the sample) as an interesting subject to be
approach in training, namely existing practices, advantages, disadvantages, process of
implementation and practical implementation and benefits. At last, 4 participants (10%
of the sample) identified interest in management issues, like team management and
team dynamics/work.
Moreover, some surveys participants pointed out issues related with HPWP
implementation due to time availability and work schedules constrains, the difficulties
related with the necessity of managers support in HPWP implementation, as well as
the employees participation and motivation through the process and the training costs
associated.

1.3

1.3.1

Interview Analysis
Interview Procedure and Sample

In addition to the data collected in the above analysed survey, with the main purpose
to gather concrete information about the companies reality and needs when
implementing HPWP, interviews were performed among big sized companies, which
already have more developed HR management processes and integrate more bundles
of practices in their procedures. These companies experience provide an excellent
example for SMEs concerning with best management practices, and difficulties and
constrains in its implementation.
Enterprises which dont qualify as SMEs were identified in HiPAir Electronic Stakeholders
Database and were approached individually, mostly by sector HiPAirs cluster
representative partners, and invited to participate in the project.
The sample for this interview consists in 9 companies among the 4 countries (PL, PT,
SP, TK) in HiPAirs consortium. All the countries partners contributed with 2 interviews,
except for Spain which perform 3 interviews.
All the companies are related with Aviation Sector, although in different areas of this
sector. The participation request was addressed to owners, managers and HR
professionals, in order to obtain more precise information concerning the HR practices
used in the company.
The content of the interviews were related with several topics, namely, the awareness
with HPWP concept, HPWP used in the company, known examples of HPWP
implementation, related difficulties and results, utility of this practices implementation,
availability of training and general information concerning this issue
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1.3.2

Qualitative Analysis

1.3.2.1 Acquaintance with HPWP concept

Among the 9 subjects interviewed for the project, only 5 are actually aware about the
concept of HPWP. Further exploring the respondents knowledge concerning the theme,
various practices and activities adopted in their companies were mentioned, namely:
"Information Day", in which the company and its procedures are presented to new
workers; Corporate training, which consists in a year of specific training and workshops
related to the tasks to be carried out, and Technical and no technical training,
concerning the evaluation of the employees needs and issues to be improved.
The term HPWP has been associated to setting of targets/goals, lean processes
implementation, performance incentives, continuous improvement tools (like 5S,
Kaizen) and schedule optimization. Some respondents perceive these practices as more
related with production rather than HR activities.
Despite the concept of HPWP, the respondents were also asked about general HR
practices which assume similar aims and impacts in the companies work organisation.
7 participants were able to identify such practices.
Different bundles of practices were mentioned such as: Recruitment and Integration,
Employees Involvement, Internal Communication, Training Development and Reward &
Commitment. The different practices mentioned in these groups are listed in TABLE 11.
Furthermore, it was mentioned that HR tools and practices must be aligned with the
companies strategic goals, and that the corporate solutions should be adapted to the
countrys reality.

1.3.2.2 Examples of HPWP implementation

The participants familiarized with HPWP implementation mentioned several important
issues for this process. Respondents pointed as critical issues: HR professionals,
managers and owners involvement in activities organisation and development;
maintenance of the quality standards; Staff training, technical and soft skills, e.g. Lean
5S for work place organization, leadership development, stress management, time
management; An element within the company, with train concerning the programme,
should develop other employees training in the subject.
The main difficulties identified in the HPWP implementation processes were: the
requirement to constantly adjust and develop the process; the inefficiency of tools to
measure the efficiency of HPWP and the limited time for employees evaluation.

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1.3.2.3 HPWP adoption utility

All the respondents recognise the importance of HPWP. Some consider these practices
critical to companys development and a way to increase employees engagement
through their participation and contribution to companys results.
There is an acknowledgement that the implementation of HPWP takes time and also
requires a strong commitment and resilience, yet worth it. One of the respondents also
states that with the adoption of these practices in his company, the production
efficiency and profit margin increased.

Difficulties in HPWP implementation

The main obstacles identified by respondents in HPWP implementation process are

related with the lack of awareness concerning potential benefits for the organisation.
The top managements involvement is crucial to the success of the implementation and
so, it is necessary to demonstrate the achievement of tangible results to promote the
investment. In some cases, the issue is related with reliable tools to measure it.
Another issue mentioned is the resistance to change, so it is very important all the
workers and teams are informed about the benefits that it will bring to their
development and professional growth. Further is necessary to be aware about the risks
of implementing foreign practices without proper adaptation to the organisations
culture.

1.3.2.4 Information available concerning HPWP

Despite the amount of information available on the internet, HR and continuous
improvement literature, particularly in SMEs case, the generally of the respondents
believe that there is a lack of information.
To raise awareness regarding the subject, the presentation of case studies and
workshops to share information and experience with other companies that have already
implemented these practices, should be a very interesting offer.

1.3.2.5 Support to HPWP implementation

From respondents point of view, the support needed to implement HPWP is related
with training for managers and experts team enabling continuous improvement and
support the creation of the concept of learning organisation. In the start-up phase, an
external consultancy is considered to be useful in support of internal teams activities.

1.3.2.6 Training needs

The majority of participants identified the need for HPWP training. Several suggestions
concerning the most adequate training plan were pointed, such as: short-term training
sessions, workshops, team building activities, information or experience sharing among
industry companies which already had adopted these practices. Long-term training
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programmes were also referred, which should include regular meetings covering HR
management topics.
Regarding the main targets for these actions, the participants identified a large variety
of job positions and hierarchical levels, like administration staff, all levels of
managements, team leaders, as well as new employees.

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1.4

Discussion

On the one hand, current research reflects the lack of general knowledge concerning
HPWP concept, since only 11,54% of the survey sample were acquaintance with it. On
the other hand, and as pointed out by other authors (Kroon, Van de Voorde, & Timmers,
2013; Sung & Ashton, 2005), a number of practices that are in fact considered HPWP
are already used in many companies, such as the ones which participated in this study.
Recruitment & Integration and Training practices are commonly used among the SMEs
which integrate the survey sample, nevertheless, the stigma around the costs and
resources necessary to implement a HPWP programme preserve, as pointed out by
48,08% of the participants. As mentioned by Sung & Ashton (2005), several of these
practices do not have significant costs associated, and the benefits from its
implementation may exceed the extra effort for the programme implementation.
In the current study was also highlighted the need for reliable assessment tools, in
order to identified the benefits of HPWP implementations, in order to prove the value of
these practices to owners and managers
The analysis regarding the availability of HPWP material and training, which only
17,31% of the participants have any acquaintance about, and the companies interest
towards this theme, with 85,5% of the participant companies interested in, manifest a
huge gap that should be addressed, namely with the HiPAir projects outputs. The tools
related with the training courses and materials which will be provided to companies,
may be a big step in the implementation of HPWP programmes.
Best practices and case studies sharing may be an efficient way to create the
awareness needed for SME concerning HPWP utilisation. The possibility to identify
practical examples of implementation results, difficulties and issues, seems essential
for the adoption of this work forms, by SMEs.
HPWP knowledge will provide a base to integrate different practices bundles as tools for
the business strategy implementation, which can benefit SMEs in different levels, such
as performance and productivity, job satisfaction, commitment, innovation, among
others (Cappelli & Neumark, 2001; Combs et al., 2006; De Kok & Den Hartog, 2006;
Messersmith et al., 2001; Sung & Ashton, 2005; Takeuchi et al., 2009).

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1.5

References

Cappelli, P., & Neumark, D. (2001). Do high-performance work practices improve

establishment-level outcomes? Industrial & Labor Relations Review, 54(4), pp.
737-775.
Combs, J., Hall, A., & Ketchen, F. (2006). How much do highperformance work practices
matter? A metaanalysis of their effects on organizational performance.
Personnel psychology, 59(3), pp. 501-528.
De Kok, J. P., & Den Hartog, D. (2006). High performance work systems, performance
and innovativeness in small firms. Netherlands: EIM Scales Paper, (200520).
Kroon, B., Van de Voorde, K., & Timmers, J. (2013). High performance work practices in
small firms: a resource-poverty and strategic decision-making perspective. Small
Business Economics, 41(1), 71-91.
Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-Williams, J. S. (2001). Unlocking the
black box: exploring the link between high-performance work systems and
performance. Journal of Applied Psychology, 96(6).
Sung, J., & Ashton, D. (2005). High Performance Work Practices: linking strategy and
skills to performance outcomes. London: Department of Trade and Industry.
Takeuchi, Riki, Chen , G., & Lepak, D. P. (2009). THROUGH THE LOOKING GLASS OF A
SOCIAL SYSTEM: CROSSLEVEL EFFECTS OF HIGHPERFORMANCE WORK
SYSTEMS ON EMPLOYEESATTITUDES. Personnel Psychology, 62(1), pp. 1-29.

1.6

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Annexes
TABLE 10 HPWP UTILISATION
Knowledge about

Country

Enterprises Dimension

HPWP

PT

SP

TK

No

Yes

Micro

Small

Medium

Count

0,0%

0,0%

9,1%

0,0%

2,2%

0,0%

0,0%

0,0%

Count

10,0%

20,0%

0,0%

27,3%

13,0%

16,7%

18,2%

10,0%

Count

12

10,0%

20,0%

54,5%

27,3%

26,1%

16,7%

36,4%

25,0%

Almost

Count

14

Always

30,0%

40,0%

27,3%

27,3%

30,4%

33,3%

36,4%

40,0%

Count

10

13

50,0%

20,0%

9,1%

18,2%

28,3%

33,3%

9,1%

25,0%

Count

25,0%

0,0%

9,1%

27,3%

17,4%

16,7%

18,2%

20,0%

Count

16

30,0%

30,0%

45,5%

18,2%

34,8%

0,0%

9,1%

45,0%

Count

10

10,0%

30,0%

18,2%

27,3%

21,7%

0,0%

36,4%

15,0%

Almost

Count

Always

10,0%

40,0%

18,2%

27,3%

15,2%

66,7%

27,3%

15,0%

Count

25,0%

0,0%

9,1%

0,0%

10,9%

16,7%

9,1%

5,0%

Count

10

45,0%

0,0%

0,0%

9,1%

21,7%

0,0%

27,3%

30,0%

Count

15,0%

20,0%

18,2%

9,1%

13,0%

33,3%

9,1%

30,0%

Count

12

20,0%

30,0%

27,3%

36,4%

26,1%

33,3%

45,5%

10,0%

Almost

Count

11

Always

10,0%

30,0%

45,5%

18,2%

23,9%

16,7%

18,2%

20,0%

Count

10,0%

20,0%

9,1%

27,3%

15,2%

16,7%

0,0%

10,0%

Count

20,0%

10,0%

9,1%

27,3%

19,6%

0,0%

9,1%

20,0%

Count

11

35,0%

10,0%

27,3%

18,2%

23,9%

33,3%

18,2%

30,0%

Count

16

Never

Sometimes
Often

Always
Never

Sometimes
Often

Always
Never

Sometimes
Often

Always
Never

Sometimes
Often

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Almost
Always

Always

23

30,0%

70,0%

45,5%

9,1%

34,8%

50,0%

54,5%

40,0%

Count

10,0%

10,0%

9,1%

45,5%

17,4%

16,7%

18,2%

10,0%

Count

5,0%

0,0%

9,1%

0,0%

4,3%

0,0%

0,0%

0,0%

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Never
Sometimes
Often
Almost
Always
Always

Count

15

17

11

75,0%

10,0%

9,1%

0,0%

37,0%

0,0%

27,3%

55,0%

Count

15

10,0%

50,0%

45,5%

45,5%

32,6%

33,3%

27,3%

30,0%

Count

5,0%

20,0%

27,3%

45,5%

19,6%

33,3%

36,4%

5,0%

Count

5,0%

10,0%

9,1%

9,1%

6,5%

16,7%

9,1%

5,0%

Count

5,0%

10,0%

9,1%

0,0%

4,3%

16,7%

0,0%

5,0%

TABLE 11 HR PRACTICES IDENTIFIED IN COMPANIES

Recruitment &
Integration

Employees
Involvement

Internal
Communication

Training (learning
and education)

24

Interviews, theoretical tests;

Welcome sessions;
Induction programs (new-employees);
Internship programmes;
Search talented people in collaboration with universities and other
training institutions;
Preparation of job descriptions and selection procedures.
Functional flexibility program (mobility inter and intra-department);
Suggestions Programs;
Organisational Climate and Satisfaction Surveys;
Employee Engagement Survey;
Individual Development Plans;
Employee Action Plans;
Performance appraisal;
Annual objectives for each employee, individual and/or global;
KPI for teams;
Continuous improvement system (Kaizen, TQM, etc.);
Kaizen meetings (presentation of improvement projects which grant
gift points);
Excellence achievement programme.
Communication packages for employees;
Intranet;
Webinars;
Communication meetings (involving all the workers, who may
present their opinions and suggestions to improve companys
procedures).
Scholastic program;
Post-graduate studies;
Language courses;
Training technical and non-technical (internal and external courses);
Mentoring, Coaching, Tutoring;
Talent identification and development plan (2/3 years);
Talent development program to women-leadership in aeronautics
industry;
Specific training plans based on competences/skills matrix in order

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Reward and
Commitment

to answer to identified gaps and to support life-long learning

processes.
Compensations plans (production, administrative, management,
etc.);
Flexible working conditions;
Rooms for nursing mothers;
Retention policy;
Standardized job roles;
Compensation, bonuses related with objectives achievement;
Salary increment related with objective review.

www.HiPAir.eu

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26