How and when service-oriented high-performance work systems foster employee service performance

2017 ◽  
Vol 39 (4) ◽  
pp. 523-540 ◽  
Author(s):  
Zhen Wang ◽  
Haoying Xu
Keyword(s):  
Hierarchical Linear Modeling ◽  
High Performance ◽  
Customer Orientation ◽  
Service Performance ◽  
Service Climate ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Climate Perception ◽  
Service Oriented

Purpose The purpose of this paper is to investigate how and when service-oriented high-performance work systems (HPWS) impact employees’ service performance. Design/methodology/approach Survey data was obtained from 568 frontline service employees and their supervisors across 92 branches of a large bank in China. The hypotheses were tested with hierarchical linear modeling. Findings The results suggested that service-oriented HPWS affected employee service performance via its simultaneous impact on employees’ service ability, customer orientation, and service climate perception. Moreover, the indirect effects of HPWS on service performance via service ability and customer orientation were significant only when service-oriented HPWS consensus was high. Practical implications To elicit employees’ provision of excellent service, organizations should invest in service-oriented HRM practices to improve all of their service ability, customer orientation, and service climate perception, making them able to, willing to, and having the chance to perform high-quality service performance. Organizations should also pay attention to the variability in employees’ HRM perceptions within the same group. Originality/value The research contributes to the extant literature by presenting a more complete understanding of how service-oriented HPWS elicits employee service performance, and when this HPWS is and is not effective.

Perceived Service-Oriented High-Performance Work Systems and Global Service Performance

2021 ◽  
Vol 2021 (1) ◽  
pp. 11358
Author(s):  
Hyun Young Jo ◽  
Samuel Aryee ◽  
Hsin-Hua Hsiung ◽  
David E. Guest
Keyword(s):  
High Performance ◽  
Service Performance ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Service Oriented

scholarly journals EXPRESS: Service-Oriented High-Performance Work Systems and Service Role Performance: Applying Integrated Extended Self and Psychological Ownership Framework

2021 ◽  
pp. 001872672110356
Author(s):  
Hyunyoung Jo ◽  
Samuel Aryee ◽  
Hsin-Hua Hsiung ◽  
David Guest
Keyword(s):  
High Performance ◽  
Customer Orientation ◽  
Psychological Ownership ◽  
Equation Modeling ◽  
Role Performance ◽  
Extended Self ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Service Role ◽  
Service Oriented

How do organizations build an internal capability or processes to implement a service excellence strategy and thereby create sustained competitive advantage? Drawing on an integrated extended self and psychology of ownership framework as well as Bowen and Ostroff’s (2004) HR system strength perspective, this study examines processes linking perceived service-oriented high-performance work systems (HPWS) and overall service role performance. Multi-wave data obtained from 530 employees and 53 supervisors in the hospitality industry were used to test our hypotheses. Multilevel structural equation modeling (MSEM) results revealed that higher levels of supervisor customer orientation strengthened the perceived service-oriented HPWS-employee customer orientation relationship leading to job-based psychological ownership. In turn, job-based psychological ownership related to overall service role performance and together with employee customer orientation, sequentially mediated the influence of perceived service-oriented HPWS on overall service role performance. We interpret our findings as providing initial evidence of an alternative motivational pathway through which an HR system influences performance in a frontline service role.

Indian study shows high-performance work systems (HPWS) mediate the relationship between business strategy and employees’ intention to leave

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Business Strategy ◽  
Cost Reduction ◽  
High Performance ◽  
Intention To Leave ◽  
Business Strategies ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Mediating Role ◽  
The Relationship

Purpose This paper examines the relationship between business strategies and employees’ intention to leave (ITL), through the mediating role of high-performance work system (HPWS). Design/methodology/approach To test their hypotheses, the authors used self-administered questionnaires. They drew up a list of 600 organizations of different nature and structure operating in India that were listed by the Federation of Indian Chambers and Industry. They approved 192 organizations and sent the surveys to 960 executives. They aimed to receive a minimum of one response from an HR executive and two from non-HR executives from each one. In the end, they received 572 useable responses. Findings The study found that high-performance work systems (HPWS) mediate the relationship between business strategy and employees’ intention to leave (ITL). The two effective approaches were “quality management” and “innovation strategy”, both of which reinforced the adoption of HPWS. But a third approach, a “cost-reduction strategy”, was not shown to be positively correlated with HPWS. Another important finding was that the influence on ITL did not vary across the types, or ownership structures, of the firms. Originality/value The data has lessons for HR departments. First, it shows it is advantageous for firms hoping to retain more employees to invest in HPWS that are consistent with the values of their organizations. A second practical finding is that firms need to take into account the Indian context. A third lesson is HR practitioners should make strong efforts to communicate the goals of the HPWS to employees The study also shows firms adopting cost-reduction strategies should focus more on treating employees as resources.

The effect of management and employee perspectives of high-performance work systems on employees’ discretionary behaviour

2016 ◽  
Vol 45 (1) ◽  
pp. 121-141 ◽  
Author(s):  
Unai Elorza ◽  
Christopher Harris ◽  
Aitor Aritzeta ◽  
Nekane Balluerka
Keyword(s):  
Structural Equation ◽  
High Performance ◽  
Manufacturing Companies ◽  
Work Systems ◽  
Content Type ◽  
Organizational Contexts ◽  
Individual Level ◽  
High Performance Work Systems ◽  
Two Samples ◽  
The Relationship

Purpose – The purpose of this paper is to understand how management and employee perspectives of high-performance work systems (HPWS) relate to employee discretionary behaviour. In addition, the paper examines to what extent the relationship between employees’ perception of the HPWS and discretionary behaviour varies among different organizations/groups. Design/methodology/approach – Two samples were used in the study. The first sample included data from 51 managers and 1,023 employees from 26 manufacturing companies. The second sample included 52 managers and 6,382 employees from 42 manufacturing companies. Findings – The study shows that employee rated HPWS mediates the relationship between management rated HPWS and individual-level discretionary behaviour. Moreover, results showed that the effect of employee rated HPWS on discretionary behaviour varies among different organizations/groups. Practical implications – Results show that employee perceptions of the HPWS more strongly predict employees’ discretionary behaviour than management rated HPWS. Moreover, it shows that employees’ perceptions of the same HPWS, but operating in different organizational contexts exhibit different levels of discretionary behaviour. Originality/value – The study differentiates between management and employee perspectives of the HPWS. It also examines the variability of the relationship between HPWS and discretionary behaviour. Multilevel structural equation modelling is used to test the hypotheses.

Human resources flexibility as a mediating mechanism between high-performance work systems and organizational performance: a multilevel quasi-longitudinal study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Structural Equation ◽  
High Performance ◽  
Behavioural Flexibility ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Functional Flexibility ◽  
The Impact

PurposeThe purpose of this study is to investigate the impact of high-performance work systems (HPWS) on organizational performance through the mediating role of human resources (HR) flexibility (expressed by functional flexibility, skills malleability and behavioural flexibility).Design/methodology/approachThe study examines theoretical relationships in the Greek context, which reflects changing economic and financial crisis, based on multilevel structural equation modelling estimation, using three waves of sample data collected in years 2014, 2016 and 2018 from organizations operating in the private sector.FindingsThe study finds that although HPWS positively influences all three HR flexibility dimensions, this positive effect is not transferred equally to organizational performance. The dominant effect on organizational performance is attributed to skills malleability, a smaller effect to behavioural flexibility and a negligible effect to functional flexibility.Research limitations/implicationsAlthough the data collected refer to three different years, most of the companies and individuals responded to sampling were different. As such, the study does not allow for dynamic causal inferences due to its quasi-longitudinal nature.Practical implicationsThe findings of this study may influence managerial decisions in developing bundles of HPWS policies and practices in relation to HR flexibility attributes.Originality/valueSince most studies consider HR flexibility as an aggregated construct, this study is possibly one of the very few studies that is examining the differential impact of the HR flexibility dimensions on organizational performance in turbulent times.

Composing the same song: when and how high-performance work systems can stimulate proactive behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chiou-Shiu Lin ◽  
Ran Xiao ◽  
Pei-Chi Huang ◽  
Liang-Chih Huang
Keyword(s):  
High Performance ◽  
Interactive Effect ◽  
Signaling Theory ◽  
Interactive Effects ◽  
Job Engagement ◽  
Proactive Behavior ◽  
Chain Store ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems

PurposeDrawing on signaling theory, the purpose of this study is to explore how high-performance work systems (HPWS) interact with leader–member exchange (LMX) to predict employees' proactive behavior and job engagement. Moreover, the present study also proposes the mediating role of job engagement in the interactive effects of HPWS and LMX quality on proactive behavior.Design/methodology/approachThe data of this study include 228 customer-contact employees and 44 store managers from chain store enterprises in the service sector in Taiwan. The proposed models were tested with hierarchical linear modeling and Monte Carlo simulation.FindingsThe results show a significant interactive effect of HPWS and LMX on job engagement and proactive behavior. In addition, job engagement serves as a vital mechanism linking the interactive effect of HPWS and LMX quality on proactive behavior.Originality/valueThis study uses signaling theory to unpack the question when and how HPWS can be more influential on employees' proactive behavior. In particular, the positive effect of HPWS on proactive behavior is more prominent only when employees enjoy high LMX quality with their respective line managers. In addition, the interactive effects of HPWS and LMX quality on proactive behavior are mediated by job engagement. The findings provide valuable theoretical and managerial contribution by integrating HRM and leadership research.

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.

Promoting logistics performance in Vietnam-based manufacturing firms

2019 ◽  
Vol 49 (1) ◽  
pp. 52-74 ◽  
Author(s):  
Tuan Luu
Keyword(s):  
Structural Equation ◽  
High Performance ◽  
Manufacturing Firms ◽  
Equation Modeling ◽  
Work Systems ◽  
Content Type ◽  
Positive Effects ◽  
Service Oriented ◽  
Business Setting ◽  
Business Departments

PurposeThe purpose of this paper is to investigate how service-oriented high-performance work systems (HPWSs) contribute to logistics performance and the mediation mechanisms underlying this relationship.Design/methodology/approachEmployees and their managers from logistics departments and/or business departments of manufacturing firms in the Vietnamese business setting were recruited as participants in the data collection. Structural equation modeling was employed for the data analysis.FindingsService-oriented HPWSs demonstrated the positive effects on logistics performance via serving culture. Serving culture was found to have the positive link with logistics performance via the mediating roles of collective role breadth self-efficacy and collective customer knowledge.Originality/valueThe current research extends the logistics management research by identifying service-oriented HPWSs as an antecedent of logistics performance as well as the mediation mechanisms underlying this effect.

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