2.

3 Employees' perceptions, experiences, and opinions toward HPWPs, as well as the reasons behind
these perceptions, experiences, and attitudes

Employees' perspectives and experiences with the implemented HPWPs as a result of a task A
activity had a favorable impact on them, gaining a competitive advantage, profitability, and
productivity (Mihail, Links and Sarvanidis, 2013) According to employee feedback, the
implementation of HPWPs has a largely positive impact on employees and, as a result, individual
performance (Berg, 1999).

The task A activity also showed that high-performance work practices (HPWPs) may also be more
effective when grouped together in bundles (Ogbonnaya and Valizade, 2018). Many "measurable"
benefits have been recognized, according to employee perspectives, such as increased clients,
increased current value, higher levels of employee engagement and dedication, and the
development of trust in professional relationships. These HPWPs have the ability to improve
workplace circumstances, resulting in increased engagement, understanding, skills, and
performance. Employees reported higher job satisfaction, commitment, positive attitudes, and
improved management-employee contacts after the deployment of selected HPWPs, and they
promoted satisfaction and equity among employees. The qualitative data, on the other hand,
revealed that the improvements in collaboration were viewed positively. Despite the fact that
HPWPs were linked to increased workload and unfavourable outcomes for some employees, skill
development temporarily attenuated the intensifying effects. Another significant finding was the
capacity of HPWPs to maintain high-performance levels over time. In most cases, a rise in workplace
performance is only ephemeral because it is usually guided by management's special efforts and
closely monitored in order to meet predetermined goals. The performance impact of adding HPWPs
was not transient or unpredictable. As a result, after instituting HPWPs, performances did not revert
to previous levels, and people did not reduce their profitable results, allowing them to fulfill specific
goals (Tregaskis et al., 2013). The two HPWPs chosen for task A were self-management and problem-
solving. Employees' experiences of Task A activity revealed that high-performance work practices
were carefully and systematically chosen, resulting in good attitudes and behavior, which will have a
beneficial impact on Travel to Go company performance. Alternatively, (Delery. J. E., 1998) stated in
his research that the proper selection of HPWPs is crucial for enhancing the performance outcomes
of scale businesses. Because these types of businesses are in a period of development when the
major goal is to address difficulties in order to help them grow (Greiner, 1989), such decisions may
be critical (Rauch and Hatak, 2016).