The present study aims to investigate the effects of a high-performance work system (HPWS) on employee outcomes. Demographic effects on HPWS and employee outcomes and their interlinkage have also been addressed in the script. The study is quantitative and looks at cause-and-effect relationships, based on a post-positivism approach. An integrated questionnaire has been used for measuring HPWS and employee outcomes adapted to the scales provided by Heffernan (2012), Ejaz (2012) and Khan (2013). 400 employees from groups A, B, C and D were selected through stratified random sampling based on Sarangi (2010); and Yamane (1967). Exploratory Factor Analysis, Kruskal-Wallis (H Test), Pearson (Multiple Correlation) and Ordinal Logistic Regression (OLR) have been used in line with the objectives of the study. Through Principal Component Analysis with orthogonal rotation (Varimax) seven factors with 37 variables for HPWS and four factors with 20 variables for employee outcomes have been identified. Certain demographic factors, namely job position, age, education and working experience, have been found to have a significant impact on HPWS and employee outcomes. The dimensions of HPWS and EO show a positive relationship at a 99.9% confidence level. OLR based on the methodology of McCullagh (1980, 1988) predicts that Pseudo R2 exhibits a high impact (above 70%) of HPWS on employee outcomes, as Negelkerke R2 varies from 90.7%, 79.5%, 84.1% to 90.5% for trust, employee commitment, job satisfaction and empowerment, respectively. As PSUs have a distinct identity across the globe, the study would be greatly helpful in ensuring the high performance of employees through reframing the HR system.