Can high-performance work systems (HPWS) promote organisational innovation? Employee perspective-taking, engagement and creativity in a moderated mediation model

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Iqbal Al-Ajlouni
Keyword(s):  
Employee Engagement ◽  
Perspective Taking ◽  
High Performance ◽  
Employee Creativity ◽  
Employee Perspective ◽  
Work Systems ◽  
Content Type ◽  
Organisational Innovation ◽  
High Performance Work Systems ◽  
The Relationship

PurposeReviewing Human Resource Management (HRM) and innovation literature, an identified gap exists in the mechanism in which the association between HRM and innovation is happen. To respond, the current study has suggested a moderated mediated mechanism to explain the link between HRM, through its new High Performance Work Systems (HPWS) and organisational innovation, as employee engagement mediates the relationship between HPWS and employee creativity. Then later one has subsequent influence on organisational innovation; moreover, the model also considers the moderating role of employee perspective-taking between HPWS and employee engagement.Design/methodology/approachA quantitative-deductive causal method, along with a cross-sectional approach was adopted, and SMEs in Jordan were the focus for the present study, through targeting employees in Research and Development centres. Data were collected through a self-administered questionnaire answered by 272 employees and Structural Equation Modelling using SMART-PLS was used for the statistical analysis.FindingsThe results confirmed that employee engagement fully mediated the relationship between HPWS and employee creativity and accounted for 69.5% of the variance; additionally, perspective-taking as a moderator of the relationship between HPWS and employee engagement was confirmed. Moreover, employee creativity significantly predicted organisational innovation to moderate levels.Originality/valueThe study suggested a unique mechanism for the link between HPWS and organisational innovation, contributing to the suggested gap that could have numerous variables acting as mediators or moderators which require further investigation to explore other possible mechanisms.

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.

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 Unpacking the relationship between high-performance work systems and innovation performance in SMEs

2019 ◽  
Vol 48 (4) ◽  
pp. 977-1000 ◽  
Author(s):  
Khuram Shahzad ◽  
Pia Arenius ◽  
Alan Muller ◽  
Muhammad Athar Rasheed ◽  
Sami Ullah Bajwa
Keyword(s):  
Research Design ◽  
High Performance ◽  
Longitudinal Research ◽  
Innovation Performance ◽  
Employee Voice ◽  
Future Research ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

Purpose The purpose of this paper is to explore the black box between high-performance work systems (HPWS) and innovation performance in small- and medium-sized enterprises (SMEs). Through application of the ability, motivation and opportunity (AMO) framework, the study examines the mediating roles of innovation-specific ability, motivation and voice behaviors between HPWS and SMEs’ innovation performance. Design/methodology/approach The hypotheses are tested on data collected through a self-administered questionnaire from 237 SMEs in Pakistan. Findings Findings indicate that human capital, motivation and employee voice fully mediate the relationship between HPWS and innovation performance in SMEs. Research limitations/implications The cross-sectional research design and self-reported measures warrant caution for the interpretation of findings. Future research may consider a longitudinal research design and objective measures. Practical implications SMEs need to invest in the adoption and implementation of HPWS that will develop innovation-specific abilities, motivation and voice behaviors simultaneously among employees that will lead to higher innovation performance. Originality/value This is the first study of its kind utilizing an AMO framework to investigate the underlying mechanism through which HPWS affect innovation performance in SMEs.

Employee high-performance work systems-experience attributions of well-being and exploitation: a multilevel study of Greek workplaces

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia Katou
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Well Being ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Attitudes And Behaviors ◽  
Mediating Mechanisms ◽  
And Behaviors ◽  
The Relationship

PurposeThis paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and organizational performance through the serially mediating mechanisms of employee HPWS-experience attributions of well-being and exploitation, attitudes, and behaviors.Design/methodology/approachMultilevel structural equation modeling through Mplus was applied to a sample of 1,112 employees working at 158 Greek organizations.FindingsThe modeling's findings indicate that the serially mediating mechanism of employee HPWS-experience attributions of well-being, attitudes and behaviors improves organizational performance. Meanwhile, the serially mediating mechanism of employee HPWS-experience attributions of exploitation, attitudes and behaviors was found to weaken organizational performance.Practical implicationsThis study shows that, to improve employees' well-being and weaken employee exploitation through employees' HPWS-experience attributions, senior and line managers should gain competencies and communication skills through training and development programs, successfully communicating HPWS messages to employees.Originality/valueThis study may be the first study to elucidate the serially mediating mechanisms of employees' well-being and exploitation through employees' HPWS-experience attributions, attitudes and behaviors in the relationship between HPWSs and organizational performance.

The linkage between high performance work systems on organizational performance, employee voice and employee innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jola-Ade Ashiru ◽  
Galip Erzat Erdil ◽  
Dokun Oluwajana
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Service Organization ◽  
Employee Voice ◽  
Organization Performance ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

PurposeThe purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.Design/methodology/approachAn online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.FindingsThese findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.Research limitations/implicationsEmployee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.Practical implicationsThe organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.Originality/valueThis study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.

A study of employees at SMEs in Jordan shows employee engagement fully mediates the relationship between HPWS and employee creativity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Employee Engagement ◽  
High Performance ◽  
Organizational Innovation ◽  
Vital Role ◽  
Organizational Level ◽  
Causal Mechanism ◽  
Employee Creativity ◽  
Content Type ◽  
Individual Level ◽  
The Relationship

Purpose The author said his study suggested a unique mechanism for the link between HPWS and organizational innovation and also filled a gap in existing research. Previous studies have tended to concentrate on outcomes at the organizational level rather than individual level. Design/methodology/approach The author sent the questionnaire to employees at R&D centers, where employees are expected to produce a lot of creative ideas. Each organization in the study had a maximum of three employees responsible for R&D. In total, 272 complete questionnaires were collected from 159 SMEs in Amman, in Jordan. Findings The study confirmed that employee engagement fully mediates the relationship between HPWS (high-performance work systems) and employee creativity. Results showed it accounted for 69.5% of the variance. The author of the report also revealed that perspective-taking also moderated the relationship between HPWS and employee engagement, and employee creativity predicted organizational innovation to moderate levels. Originality/value The positive results of the study have theoretical implications, the author argues. It proposed a causal mechanism of mediation, which was an original contribution. And it also focused on individuals, whereas other studies have tended to concentrate on outcomes at the organizational level. Management must also take into account the vital role HPWS play in shaping creativity and engagement. On the other hand, training can’t be offered for the sake of it, but in order to influence the employee’s view of the organization.

High performance work systems, cultures and gender demography

2014 ◽  
Vol 36 (6) ◽  
pp. 693-707 ◽  
Author(s):  
Shaun Pichler ◽  
Arup Varma ◽  
Andrew Yu ◽  
Gerard Beenen ◽  
Shahin Davoudpour
Keyword(s):  
High Performance ◽  
Longitudinal Research ◽  
Cross Sectional Study ◽  
Future Research ◽  
Cross Sectional ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
And Gender ◽  
The Relationship

Purpose – The purpose of this paper is to develop and test hypotheses about the independent relationships between high-performance work systems (HPWS) and high-performance work cultures (HPWC) and employee turnover. Given the growth of women in the workforce, the authors also develop competing predictions about how organizational gender demography (i.e. a higher percentage of women) may either strengthen or weaken the relationship of HPWSs to turnover. Design/methodology/approach – A survey of 171 human resource (HR) executives across organizations of various sizes and industries in the Chicago metropolitan area in the USA was conducted. Findings – The authors found that HPWS and HPWC are associated with lower turnover, though the relationship between HPWC and turnover was stronger. Results also indicate that HPWS are more strongly related to lower turnover among organizations that employ relatively more women. Research limitations/implications – The results indicates that HPWS may not be universalistic in terms of their effectiveness specifically as related to turnover. This was a cross-sectional study; it would be useful for future research to use a longitudinal research design. Practical implications – The findings suggest that organizations should consider how their cultures, use of high-performance work practices, and gender demography are related to important HR metrics such as turnover. Social implications – This paper represents an important contribution to understanding the importance and implications of changes in the workforce demographic characteristics. Originality/value – This is the first study to integrate an organizational demography perspective with HPWS.

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.

scholarly journals THE IMPACT OF HIGH-PERFORMANCE WORK SYSTEMS ON EMPLOYEE ENGAGEMENT: THE MODERATING ROLE OF ORGANIZATIONAL JUSTICE

2020 ◽  
Vol 10 (4) ◽  
pp. 5-22
Author(s):  
Emmanuel Oppong Peprah ◽  
Keyword(s):  
Organizational Justice ◽  
Employee Engagement ◽  
High Performance ◽  
Moderating Effect ◽  
Professional Service ◽  
Service Firms ◽  
Work Systems ◽  
High Performance Work Systems ◽  
The Impact ◽  
The Relationship

Purpose – This paper investigates the impact that High-Performance Work Systems (HPWS) have on Employee Engagement and the moderating effect of Organizational Justice on this relationship. Research methodology – By the usage of a quantitative research method, data gathered from 251 employees of Professional Service firms are analysed with SPSS. Findings – This study found that there is a positive relationship between HPWS and Employee Engagement. It also found that Organizational Justice moderates the relationship between the two. Research limitations – Data was only gathered at the employee level making the interpretation of HPWS to be how employees perceive it. Hence a further study at the firm level as well as cross-sectional analyses will be needed in the future. Practical implications – Management of firms should avoid a ‘one-size-fits-all’ approach in the administration of HR policies and should rather encourage tailor-made treatment for individual employees of the firm. Unfairness is encouraged if the firm is after employee engagement. Originality/Value – This study is one of the first to investigate the moderating effect of organizational justice on the relationship between HPWS and employee engagement and the first to advice firm managers to be unfair in their dealings with individual employees

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