The article by Kim & Sung-Choon addresses high-involvement work practices from the perspectives of employees’ participation in the decision-making processes related to HR functions. The authors use the evidence from 203 Korean firms to evaluate the effect of strategic HR function on companies’ performance and the factors that moderate this impact. The article reveals that high-involvement work practices, including temporary worker benefits, union participation in company strategy, a career-development program, and a pay-for-performance program, are significant for a strategic HR function. The link between effective HR services and building organisational capability is presented below.
The article links HR practice with positive organisational outcomes in the following way. The authors note that HR function itself may not have significant direct effects on the company’s performance, as the latter is highly dependent on employees’ dedication. One of the reasons for such an outcome is that high-involvement work practices ensure increased employees’ motivation to support strategic HR function and enhance companies’ competitiveness. The authors add that HR practice should be focused on developing programs that are beneficial for team members to ensure positive organisational outcomes. The article concludes that when HR functions are a part of the company’s strategic management, the firm’s leadership personnel should ensure that all employees have an opportunity to develop skills that align with the company’s approaches. Moreover, all individuals working in the organisation should be committed to implementing its strategies to ensure the company’s success. I agree with the findings of the article, as I also believe that individuals’ involvement is one of the determining factors of the firm’s success and a high level of performance.
It is possible to say that the research is valid because it provides implications for management staff by outlining the types of employee involvement and the programs the companies may implement to improve workers’ dedication. In addition, the study refers to other works in the field, which means that its findings are supported by the existing literature. Moreover, the research was conducted in South Korea, where HR functions have shifted from administrative to strategic roles in many organisations. It means that the authors’ findings are relevant for many emerging economies.
The quality of the paper can be considered high because the authors provide statistical data on hierarchal regression, employee participation, and the results of exploratory factor analysis. Moreover, their work presents the first level of evidence, as they do not focus on discussing the existing evidence but address the findings of their own research; it makes the article highly persuasive. Finally, the paper presents four hypotheses, each of which is described in detail and tested. Notably, Kim & Sung-Choon utilise alternative measures, such as the extensive use of regular workers, to test discriminant validity with strategic HR value. It is possible to say that the article is sufficiently useful for understanding the authors’ ideas because they provide extensive evidence and proof for their findings.