Understanding the effects of perceived organizational support and high-performance work systems on health harm through sustainable HRM lens: a moderated mediated examination

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bharat Chillakuri ◽  
Sita Vanka
Keyword(s):  
Organizational Support ◽  
High Performance ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices ◽  
Work Intensification

PurposeThe purpose of this paper is to provide an empirical investigation into the mediating effect of high-performance work systems (HPWS) on health harm (HH). The paper also examines the role of perceived organizational support (POS) and its indirect effect on work intensification (WI) and HH through HPWS. Further, the implications of the HH on individuals, organizations, families and societies are also presented. Recognizing the need for sustainable human resource management (HRM) practices that drive employee well-being and reducing HH is also highlighted.Design/methodology/approachData for the study were collected using four established scales. The data collected from 345 executives were analyzed using the SPSS 25.0 Version and Amos 21.0.FindingsThe study confirmed that work intensification causes HH. The results also indicate the significant mediation of HPWS and the moderation of POS between WI and HH, thus suggesting the inevitability of HR intervention for implementing sustainable HRM practices, which reduce the negative harm of the work.Research limitations/implicationsData were collected from executives working in IT organizations in India. However, IT work exhibits broadly similar technology/platforms across the world and hence, applicable to the other contexts as well.Practical implicationsThe study suggests that organizations should formulate policies and initiate interventions toward the care of employees, motivating toward higher performance and support them to prevent HH of work. It is difficult to categorize what comprises the care of employees in the current context of HPWS and treating employees as an end in itself. Generally, it is seen in terms of health and safety, work–life balance, remuneration, workload, job role and job design. People are core to sustainable development, and the HR must design and develop systems so that the organization can retain a healthy and productive workforce from a sustainability perspective. Moreover, sustainable work performance is a function of high resource levels of employees (energy, time and competences) and the allocation of resources, leading to resource regeneration. Hence, organizations need to source from a variety of sources and balance it for the sustainable performance of employees.Originality/valueThe HRM literature reveals the positive effect of POS on employee health, but studies that investigated the adverse impact of POS are notably absent. The study bridges this gap and is novel, as it explores the moderating role of POS on HPWS and HH and reaffirms the need for building sustainable organizations and sustainable HRM practices. Moreover, the paper provides contextual support to the literature, where studies relating to sustainable HRM practices in developing countries like India are absent.

Influence of high-performance work systems on intrapreneurial behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Farrukh ◽  
Mohammad Saud Khan ◽  
Ali Raza ◽  
Imran Ahmed Shahzad
Keyword(s):  
Organizational Support ◽  
Structural Equation ◽  
High Performance ◽  
Service Industries ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems

Purpose In the past, a plethora of studies has investigated the organizational and individual outcomes of high-performance work systems (HPWS). However, less is known about the mechanism through which HPWS impacts employees’ behavior, particularly intrapreneurial behavior (IB). Drawing on the social exchange theory, this study aims to fill this gap by investigating the mediation effect of perceived organizational support (POS) on HPWS-IB linkages. Design/methodology/approach Data were collected with the help of structured questionnaires from employees working in service industries such as banking and insurance. Findings HPWS was conceptualized as a higher-order measurement model that includes four lower-order dimensions, namely, information sharing, decision-making participation, job security, training and development. Partial least squares structural equation modeling technique was used to test the hypothesized relationships. Results showed a positive and significant effect of HPWS on IB. Moreover, POS significantly mediated the HPWS-IB link. Originality/value Despite an increasing number of studies on the role of human resource management (HRM) practices in enhancing innovation and creativity, there has not been enough research on how HPWS affects IB at the individual level in the presence of POS. Thus, this research is the first of its kind to investigate the mediating role of POS in HPWS-IB linkages in the Malaysian context.

Examining the effects of workplace well-being and high-performance work systems on health harm: a Sustainable HRM perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bharat Chillakuri ◽  
Sita Vanka
Keyword(s):  
High Performance ◽  
Negative Impact ◽  
Well Being ◽  
Work Intensity ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices ◽  
Study Results

Purpose This paper aims to provide an empirical investigation into the mediating role of high-performance work systems (HPWS) on health harm (HH). The study also examines the negative moderated role of workplace well-being (WW) and its indirect effect on work intensification (WI) and HH. The paper highlights the implications of the HH on individuals, organizations, families and societies and recognizes the need for sustainable human resource management (HRM) practices that drive employee well-being, thereby reducing the HH. More importantly, the study extends the understanding of sustainable goals through sustainable HRM. Design/methodology/approach Data was collected using four established scales. The data collected from 324 executives were analyzed using the SPSS 25.0 Version and AMOS 21.0. Findings The study results confirmed that WW practices reduce the adverse effects arising out of HPWS and WI. The results proved that WI is positively related to HH, and that WW moderates the relationship between HPWS and HH such that HPWS is more positively associated with HH when the WW is low compared to when WW is high. Research limitations/implications The data were collected from executives working in Information Technology (IT) organizations in India. The findings and the implications may not be generalized to other industries, as the data is collected from IT professionals. Practical implications The study highlights the need for organizations to develop sustainable HRM practices to minimize the HH of work. Organizations should implement well-being interventions and develop activities that promote an individual’s mental and physical well-being alongside limiting work intensity. Originality/value HRM Literature reveals the positive effect of HPWS that it engages employees to achieve a competitive advantage to the firm. However, this study examines and empirically proves the negative impact of HPWS on employee health and well-being.

High-performance work systems and job satisfaction: a multilevel model

2016 ◽  
Vol 31 (2) ◽  
pp. 451-466 ◽  
Author(s):  
Romina García-Chas ◽  
Edelmira Neira-Fontela ◽  
Concepción Varela-Neira
Keyword(s):  
Job Satisfaction ◽  
Intrinsic Motivation ◽  
High Performance ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

Purpose – The purpose of this investigation is to analyze the role of perceived organizational support (POS) and intrinsic motivation in the relationship between high-performance work systems (HPWS) and job satisfaction. Design/methodology/approach – The sample used in this study consists of 180 engineers from 25 companies. The model entails a cross-level moderated mediation process that was tested using multilevel structural equation modeling. Findings – This research shows that the effect of HPWS via POS on job satisfaction is stronger among engineers with low intrinsic motivation than engineers with high intrinsic motivation. Practical implications – Given the findings of this paper, organizations are advised to consider the importance of HPWS perceptions and intrinsic motivation to help strengthen engineer satisfaction. Originality/value – This is the first study to provide evidence for the mediating effect of POS in the relationship between employees’ shared perceptions of the HPWS implemented at their companies and their job satisfaction, and the moderating role of employee intrinsic motivation in the relationship between POS resulting from HPWS and job satisfaction.

High-performance work systems, innovation and knowledge sharing

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Ramsha Zakariya ◽  
Demetris Vrontis ◽  
Gabriele Santoro ◽  
Michael Christofi
Keyword(s):  
Knowledge Sharing ◽  
High Performance ◽  
Innovation Performance ◽  
Theory And Practice ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices ◽  
Time Lagged

PurposeThis article aims to explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations.Design/methodology/approachUsing the ability, motivation, and opportunity (AMO) framework under the theory of HPWS, our article hypothesizes that the AMO enhancing practices of project-based organizations lead to better innovation performance of their employees through the mediating role of knowledge sharing. Time-lagged data of AMO practices and knowledge sharing practices were collected from the employees of these organizations over three weeks. Furthermore, the innovation performance data were collected from the supervisors of these employees over an additional three-week period.FindingsOur results confirm the initial hypothesis of the causal relationship of two of the AMO HRM practices, that is, ability and motivation with innovation performance with the mediation of knowledge sharing, while the third hypothesis of opportunity enhancing HRM practice was not accepted.Originality/valueThis research has implications for both theory and practice and it can help the project managers of these organizations to better design HRM practices in order to improve the creativity and innovation performance of their employees. Accordingly, this is one of the first studies dealing with the effectiveness of HRM on AMO, and the key role of knowledge sharing.

Cognitive and affective predictors of occupational stress and job performance: the role of perceived organizational support and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ana Junça Silva ◽  
Cannanda Lopes
Keyword(s):  
Job Performance ◽  
Occupational Stress ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type

PurposeThis study aimed to (1) analyze whether the perceived organizational support (POS) was a significant predictor of performance and stress and (2) explore the mediating role of engagement in these relations.Design/methodology/approachTo test the hypotheses, the authors collected data with 200 working adults in a mandatory quarantine due to COVID-19 pandemic crisis.FindingsThe results showed that the POS contributed to increase engagement, and consequently, job performance. These relations also proved to be significant for stress, because when the POS increased, the work engagement also increased, and as a result decreased occupational stress.Research limitations/implicationsThis study relied on a cross-sectional design. Therefore, future research should consider a daily design to replicate this study and analyze daily fluctuations. Overall, the authors can conclude that work engagement is an affective process through which POS decreases stress and increases performance.Originality/valueThis study tests the mediating effect of work engagement on the link between POS, stress and performance, and its theoretical and practical implications of these findings are discussed.

Can generational differences and feeling trusted improve knowledge-sharing behavior? Consequences of high-performance work systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aulia Vidya Almadana ◽  
Suharnomo Suharnomo ◽  
Mirwan Surya Perdhana
Keyword(s):  
Knowledge Sharing ◽  
Generational Differences ◽  
High Performance ◽  
Equation Modeling ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Purpose This study aims to investigate the relationships between high-performance work systems (HPWS) on knowledge-sharing behavior (KSB) among Indonesian employees through the mediating role of feeling trusted (FT) and moderating role of generational differences (GD). Design/methodology/approach Sample were collected from 278 employees working in the Indonesian financial companies. This research used structural equation modeling to investigate the associations of HPWS and KSB. Furthermore, Sobel Test was applicated to test the mediation effect of FT. Finally, Hayes PROCESS was used to test the moderation impact of GD. Findings The empirical results revealed that HPWS positively impact FT and KSB. Hereafter, FT also positively impacts KSB and then succeeds to mediate the relationships between HPWS and KSB. Finally, GD were failed to moderate the relationships between HPWS and KSB. Originality/value To the best of the authors’ knowledge, this study is one of the few studies that illustrate the roles of GD between the relationships between HPWS and KSB.

High-performance work systems and open innovation: moderating role of IT capability

2020 ◽  
Vol 120 (8) ◽  
pp. 1441-1457
Author(s):  
Jia Zheng ◽  
Hefu Liu ◽  
Jingmei Zhou
Keyword(s):  
Open Innovation ◽  
High Performance ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
It Capability ◽  
Role Of It ◽  
The Relationship ◽  
Moderating Role

PurposeThis study aims to explore the impact of high-performance work systems (HPWS) on open innovation and the moderating role of information technology (IT) capability on the relationship between HPWS and open innovation.Design/methodology/approachThis study conducted a questionnaire survey in the industrial parks of the Yangzi River Delta in China and obtained 108 useful responses.FindingsHPWS positively impacts open innovation. IT exploration capability strengthens the relationship between HPWS and open innovation, whereas IT exploitation capability and ambidexterity do not strengthen such relationship.Research limitations/implicationsFirms should use HPWS to improve employees' motivation of external learning and searching for enhancing innovation openness. They should acknowledge the enabling role of IT exploration capability in facilitating employees' learning and searching toward open innovation and discreetly develop IT exploitation capability and ambidexterity during external knowledge searching, which may not achieve the desired facilitation purpose.Originality/valueThis study contributes to human resource management (HRM) by suggesting that a new antecedent, which is HPWS in our case, should be taken into account when considering the influence of HRM in the process of open innovation. This study has important implications for HPWS, IT capability and open innovation; open innovation can be improved by using HPWS and IT capability. This study also expands IT ambidexterity to HRM and innovation studies.

scholarly journals How do high performance work systems influence organizational innovation in professional service firms?

2015 ◽  
Vol 37 (2) ◽  
pp. 209-231 ◽  
Author(s):  
Na Fu ◽  
Patrick C. Flood ◽  
Janine Bosak ◽  
Tim Morris ◽  
Philip O'Regan
Keyword(s):  
High Performance ◽  
Organizational Innovation ◽  
Professional Service ◽  
Service Firms ◽  
Professional Service Firms ◽  
Firm Innovation ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices

Purpose – The purpose of this paper is to examine how a system of human resource management (HRM) practices, labelled high-performance work systems (HPWS), influences organizational innovation in professional service firms (PSFs). In this study, innovation in PSFs is seen as an indicator of firm performance and is calculated as the revenue per person generated from new clients and new services, respectively. Design/methodology/approach – Quantitative data were collected from 195 managing partners, HR managers or experienced Partners in 120 Irish accounting firms. Hierarchical regression analysis was used to test the hypotheses. Findings – The analysis results indicate strong support for the mediating role of employees’ innovative work behaviours in the relationship between HPWS and two types of PSFs’ innovation performance. Practical implications – Managers need to effectively adopt and implement innovation-based HRM practices to encourage and support employees’ creative thinking and innovation. Through the adoption and utilization of these practices managers can enhance the firm’s innovation and its performance. Originality/value – This study contributes to our understanding of the link between HRM and firm innovation by explicating a pathway between these variables. This study also generalizes consistent findings on the HRM-firm innovation relationship to a different context, i.e. PSFs.

Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations

2015 ◽  
Vol 36 (5) ◽  
pp. 772-790 ◽  
Author(s):  
Bruno Fabi ◽  
Richard Lacoursière ◽  
Louis Raymond
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
High Performance ◽  
Intention To Quit ◽  
Cross Sectional ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices ◽  
Before And After

Purpose – The purpose of this paper is to increase the understanding of the influence of high-performance work systems (HPWS) upon job satisfaction (JS), organizational commitment (OC) and intention to quit (QI). Design/methodology/approach – The data come from a questionnaire administered to 730 employees in different organizations. All questionnaires were administered “live,” in the presence of one or more members of the research team, with the ability to answer any of the respondents’ clarification questions. Findings – The results of this study allow the authors to better understand how the effects of HPWS are exerted on the intention to quit by highlighting the mediating role played by JS and OC. In addition, the results demonstrate a synergistic effect of HPWS, meaning that the combined effects of three sets of HR practices (skill-enhancing, motivation-enhancing and opportunity-enhancing practices) is greater than the sum of each set taken individually. Research limitations/implications – The cross-sectional nature of the study prevents the authors from inferring true causality between human resource management (HRM) practices and the attitudes and behaviors of employees. Only a longitudinal study measuring levels of JS, OC and quit intention before and after implementation of such practices would establish such causality. Practical implications – For leaders and managers of organizations seeking to reduce the rate of employee turnover, the results are eloquent: increased investment in a HPWS can significantly improve JS, helping to increase OC and reduce intention to quit. In the prevailing context of “talent war,” organizations that are the most proactive in the implementation of HRM systems, that is, systems designed to improve the skills of employees, to motivate them to use these skills and to empower them in their decision making at work, will be the employers that are more likely to retain skilled employees. Originality/value – This paper focusses on the complementary rather than aggregate effects of three sets of HRM practices, thus contributing to the discussion on the notion of complementarity among HRM practices, a notion that has been called into question in certain studies.

How exploitative leadership influences employee innovative behavior: the mediating role of relational attachment and moderating role of high-performance work systems

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhining Wang ◽  
Chuanwei Sun ◽  
Shaohan Cai
Keyword(s):  
High Performance ◽  
Innovative Behavior ◽  
Negative Effects ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Mediating Role ◽  
The Relationship ◽  
Relational Attachment

PurposeThe purpose of this research is to examine the relationship between exploitative leadership and employee innovative behavior and explore the mediating role of relational attachment and the moderating role of high-performance work systems (HPWSs).Design/methodology/approachThis research collected data from 374 employees and their direct supervisors in 75 teams and tested a cross-level moderated mediation model using multilevel path analysis.FindingsThe results suggest that (1) exploitative leadership has a negative impact on employee innovative behavior; (2) relational attachment mediates the relationship between exploitative leadership and employee innovative behavior; (3) HPWS positively moderates the relationship between exploitative leadership and relational attachment and (4) HPWS moderates the mediating mechanism from exploitative leadership to employee innovative behavior.Practical implicationsThe empirical findings suggest that organizations should make efforts to prevent exploitative leadership. Moreover, managers should pay attention to the important role of relational attachment in promoting employee innovative behavior and realize the role of HPWSs in facilitating the negative effects of exploitative leadership.Originality/valueThis research identifies relational attachment as a key mediator that links exploitative leadership to innovative behavior and reveals the role of HPWSs in strengthening the negative effects of exploitative leadership on employee innovative behavior.

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