Educational Employee High Performance Work Practices: A Fourth Industrial Context

The study examines the relationship of high-performance work practices (training, empowerment and rewards) with employee performance in the context of the fourth industrial revolution in private university settings. To get the desired result, a cross-sectional sample of 334 male and female educational employees will write their responses using questionnaires. Structural equation modelling is used for computation. The managers have to cater to the revolutions taking place, and they have to develop standard operating procedures for working in private universities. The managers have to rethink high-performance work practices being used in organizations to achieve better performance. Training regarding using organizational resources may also be considered as a remedy. They are using organizational resources and time appropriately with developing trust among the employer and employees, thus fostering performance. The results show a weak relationship between the selected high-performance work practices with educational employee performance. Empowerment is having a negative connection with the performance that nullifies the existing evidence.