The Effects of High Performance Work System Perceived by Organizational Members on Organizational Agility and Organizational Performance

The purpose of this study was to identify the effects of high-performing work systems and organizational agility perceived by organizational members on organizational performance, and the relationship between orga- nizational agility and organizational performance. For the purpose of this study, the SPSS 21.0 statistical program was applied to 181 copies of the effective questionnaire, which was the final response result of the organization members, and the following hypothesis verification results were shown. First, the analysis result of the hypothesis that the high performance writing system perceived by one-person organizational members will affect organizational agility was adopted. In addition, the high-performing work system showed a positive effect on all sub-variables of organizational agility (reactivity, flexibility, promptness, and proficiency), so Hypothesis 1 was adopted. Second, Hypothesis 2, the high performance work system, was shown to positively improve organizational performance. In addition, education and training, employment stabil- ity, evaluation and compensation, job design, and recruitment, which are sub-variables of the high-performance work system, were analyzed to have a statistically significant effect on organizational performance. Third, as organizational agility improves, organizational performance increases, so Hypothesis 3 was adopted. In addition, responsiveness, flexibility, promptness, and proficiency, which are sub-variables of organizational agility, all acted as positive factors in organizational performance. On the other hand, the results of this study demanded the need to improve awareness and perception of high performance work systems and organizational agility in order to improve organizational performance, which is the result of the advancement of organizational sustainability management. As a result, the importance of man- agement, personnel, organizational managers, managers, and working-level staff to continuously improve and strengthen organizational performance of all members of the organization has emerged. To this end, it was nec- essary to develop and strengthen competencies, which are discriminative factors of competition, by reorganizing the system for high-performance work systems and organizational agility, and strengthening the practicality of education and training programs as precedent factors.