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What Makes a High-Performance Workplace? Evidence from Retail Bank Branches

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  • Larry W. Hunter
  • Lorin M. Hitt

Abstract

This paper examines the effects of two high-involvement approaches to organizing work in retail bank branches: worker discretion and cross-functional flexibility. Both discretion and flexibility have positive effects on productivity and sales effectiveness. The effects of discretion and flexibility on performance in conjunction with one another are significant and negative. The worst performing branches have low-involvement work practices. Branches that have high flexibility or discretion perform better than branches with high levels of both.

Suggested Citation

  • Larry W. Hunter & Lorin M. Hitt, 2001. "What Makes a High-Performance Workplace? Evidence from Retail Bank Branches," Center for Financial Institutions Working Papers 00-30, Wharton School Center for Financial Institutions, University of Pennsylvania.
    • Handle: RePEc:wop:pennin:00-30
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    File URL: http://fic.wharton.upenn.edu/fic/papers/00/0030.pdf
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    Cited by:

    1. Larry W. Hunter & Annette Bernhardt & Katherine L. Hughes & Eva Skuratowicz, 2000. "It's Not Just the ATMs: Technology, Firm Strategies, Jobs, and Earnings in Retail Banking," Center for Financial Institutions Working Papers 00-31, Wharton School Center for Financial Institutions, University of Pennsylvania.
    2. Ann P. Bartel, 2004. "Human Resource Management and Organizational Performance: Evidence from Retail Banking," ILR Review, Cornell University, ILR School, vol. 57(2), pages 181-203, January.
    3. Naval Garg & B. K. Punia & Anuradha Jain, 2019. "Exploring High Performance Work Practices as Necessary Condition of HR Outcomes," Paradigm, , vol. 23(2), pages 130-147, December.

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