Pushing forward high-performance work systems in the hotel industry: A procedural-justice climate to promote higher unit-level outcomes

2021 ◽  
Vol 87 ◽  
pp. 104385
Author(s):  
Jaewan Yang ◽  
Youngsang Kim ◽  
Peter B. Kim
Keyword(s):  
Procedural Justice ◽  
High Performance ◽  
Hotel Industry ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Unit Level ◽  
Procedural Justice Climate ◽  
Justice Climate

The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective

2009 ◽  
Vol 35 (5) ◽  
pp. 1228-1247 ◽  
Author(s):  
Pei-Chuan Wu ◽  
Sankalp Chaturvedi
Keyword(s):  
Procedural Justice ◽  
High Performance ◽  
Affective Commitment ◽  
Power Distance ◽  
Employee Attitudes ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Mediating Role ◽  
The Relationship

This study examines the role of procedural justice and power distance in the relationship between high-performance work systems (HPWSs) and employee attitudes (affective commitment and job satisfaction). The study tests the mediating role of procedural justice on the relationships between HPWS and employee attitudes and the moderating role of power distance in this relationship. The results, based on a sample of 1,383 employees across 23 firms from three countries, indicate that HPWS is strongly related to employee attitudes. The results also indicate that procedural justice mediates the influence of HPWS on employee attitudes.

High-performance work systems and organizational identification

2019 ◽  
Vol 49 (4) ◽  
pp. 939-955
Author(s):  
Fang Liu ◽  
Irene Hau-Siu Chow ◽  
Man Huang
Keyword(s):  
Procedural Justice ◽  
Social Exchange ◽  
Social Identity Theory ◽  
Organizational Identification ◽  
High Performance ◽  
Firm Level ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

Purpose Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID). Design/methodology/approach Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data. Findings Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice. Originality/value This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.

Implemented and perceived high-performance work system and its effect on branch performance

2019 ◽  
Vol 41 (4) ◽  
pp. 793-810 ◽  
Author(s):  
Muhammad Ali ◽  
Shen Lei ◽  
Susan Freeman ◽  
Mubbsher Munawar Khan
Keyword(s):  
High Performance ◽  
Banking Sector ◽  
Path Model ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Unit Level ◽  
Mediating Mechanisms ◽  
High Level ◽  
Unit Performance

PurposeThe purpose of this paper is to examine the influence of high-performance work systems (HPWS) on unit performance relative to the mediating roles of collective human capital (CHC) at the unit level and perceived HPWS at the employee level.Design/methodology/approachData were collected from 181 branch managers and 504 employees. The proposed path model was tested using the statistical package M-plus (v. 7) using a 2-1-2 multilevel approach for mediation analysis.FindingsGenerally, branch managers actively implement HPWS, and employees perceive a fairly high level of HPWS. Further, the path model indicated that CHC at the unit level and perceived HPWS at the employee level partially mediate the relationship between implemented HPWS and unit performance.Originality/valueThis study is the first to explore multilevel mediating mechanisms in the context of the largest four state-owned banks in China. A 2-1-2 multilevel analysis procedure was used to separate measurement error into relevant employee- and branch-level components to create more precise assessments of multivariate associations. Such analyses have not yet been conducted in research on HPWS prior to this study of the Chinese banking sector, but they are essential for teasing out the micro- and macro-level effects of HPWS.

High-performance work systems, joint impact of transformational leadership, an empowerment climate and organizational ambidexterity

2016 ◽  
Vol 29 (3) ◽  
pp. 424-444 ◽  
Author(s):  
Yi-Ying Chang
Keyword(s):  
Transformational Leadership ◽  
High Performance ◽  
Organizational Ambidexterity ◽  
Firm Level ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Unit Level ◽  
Empowerment Climate ◽  
The Impact

Purpose – The purpose of this paper is to test a multilevel model, supported by an ambidexterity perspective, to examine the process linking high-performance work systems (HPWS) and organizational ambidexterity using both unit- and firm-level analyses. Design/methodology/approach – The author collected multisource and multilevel data from 346 employees and 184 managers of 33 electronic engineering firms. Findings – The results revealed that unit HPWS were positively related to unit organizational ambidexterity. The author considers that the role of firm-level transformational leadership (TFL) is to create a climate of autonomy that can be delegated to promote organizational ambidexterity within units. Furthermore, a firm-level empowerment climate moderates the effect of unit-level HPWS on a unit’s organizational ambidexterity. The author contributes to the research on leadership and ambidexterity by revealing the impact of HPWS as experienced in the unit- and of firm-level TFL. The author also identify boundary conditions for pursuing unit organizational ambidexterity. Originality/value – Responding to the call for more research into the effects of the empowerment climate on employees’ behaviors and the behavioral outcomes of employees, this research reveals that not only is the macro perspective of HPWS at the organizational level useful to promote ambidextrous activities at lower levels, but also that the unit experience of HPWS more directly affects employees’ behaviors in engaging in the search for new opportunities for new products/services and refining current products simultaneously at the unit level. The broader implication is that the effectiveness of HPWS as an antecedent for organizational ambidexterity (Gibson and Birkinshaw, 2004; Kang and Snell, 2009) depends on the unit experience of HPWS being used to influence autonomous employees to actively undertake ambidextrous activities at the unit level.

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