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.

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, 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 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.

High-performance work systems and influence processes on employees’ attitudes

2013 ◽  
Vol 34 (7) ◽  
pp. 736-752 ◽  
Author(s):  
Na Mao ◽  
Heyi Song ◽  
Ying Han
Keyword(s):  
Job Satisfaction ◽  
High Performance ◽  
Affective Commitment ◽  
Working Environment ◽  
Data Set ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Positive Effects ◽  
The Relationship

Purpose – The purpose of this paper is to explore the relationship between employee perspectives of high-performance work systems and employee outcomes, i.e. job satisfaction and affective commitment, and to propose ways of increasing the positive effects of high-performance work systems on firm performance. Design/methodology/approach – The data were collected from 370 employees in the Chinese manufacturing industry during 2010. The Analysis of Moment Structures (AMOS) method was used to test each of the eight hypotheses deriving from the conceptual framework. Findings – The paper finds that: employee perspectives of high-performance work systems have a positive effect on both job satisfaction and affective commitment; and breadth of behavioural script and level of autonomy mediate the relationship between employee perspectives of high-performance work systems and their attitudes towards that organisation (job satisfaction and affective commitment); however, skill variety did not mediate the relationship between employee perspectives of high-performance work systems and employees’ attitudes in the data set used. Practical implications – The findings of the paper suggest that managers can improve employees’ attitudes by integrating effective high-performance work systems in their working environment. Even more interestingly, it appears that by encouraging broad behavioural scripts or allowing employees more freedom to apply their skills, managers can improve employees’ attitudes more significantly than by encouraging employees to acquire a variety of skills. Originality/value – Using signalling and psychological-contract theory, the paper shows the dominant influence of employees’ perceived high-performance work systems on employees’ attitudes via behavioural scripts and autonomy.

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.

scholarly journals High-performance work systems and employee outcomes in Indian call centres: a mediation approach

2018 ◽  
Vol 47 (4) ◽  
pp. 931-950 ◽  
Author(s):  
Subramaniam Ananthram ◽  
Matthew J. Xerri ◽  
Stephen T.T. Teo ◽  
Julia Connell
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
High Performance ◽  
Positive Relationship ◽  
Well Being ◽  
Call Centre ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Call Centres

Purpose The purpose of this paper is to empirically examine the relationships between high-performance work systems (HPWSs) and four employee outcomes – job satisfaction, employee engagement, presenteeism and well-being – in Indian call centres. Design/methodology/approach A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings The findings indicate that HPWSs have a positive relationship with job satisfaction, engagement and well-being. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and well-being. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on well-being via engagement and also via job satisfaction and engagement combined. Research limitations/implications HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee well-being via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which, in turn, can reduce employee well-being. These findings contribute to the HPWS theory and the literature on employee well-being, and have implications for HR personnel and call centre management. Originality/value Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees’ perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee well-being.

An integrative review

2019 ◽  
Vol 27 (4) ◽  
pp. 1093-1110 ◽  
Author(s):  
A. Mohammed Abubakar ◽  
Taraneh Foroutan ◽  
Khaled Jamal Megdadi
Keyword(s):  
High Performance ◽  
Time Perspective ◽  
Future Time Perspective ◽  
Mediation Effect ◽  
Conservation Of Resources ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices ◽  
Practical Implications

PurposePsychological capital (PsyCap) and future time perspective (FTP) are ambassadors of positivity among incumbent employees in organisations. However, remarkably little is known regarding the effectiveness of high-performance work systems (HPWS) in nurturing these constructs. The purpose of this study is to contribute and provide a complete frame of reference linking HPWS to PsyCap and FTP.Design/methodology/approachA synthesis analysis of existing literature was carried out to formulate managerial and practical propositions.FindingsDrawing on the conservation of resources theory, affective events theory and Job Demands-Resources (JD-R) model, the present study proposes a research framework that links HPWS, FTP and PsyCap, with possible mediation effect of FTP in HPWS–PsyCap relationship and PsyCap in HPWS–FTP relationship.Practical implicationsAlthough this paper did not test the model empirically, it offers important practical implications in terms of PsyCap and FTP perception development through HPWS practices.Originality/valueA set of propositions that explain the relationships between the study variables is presented to enrich the understanding with organisation’s HRM practices and its possible impact on employees.

scholarly journals Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction

2021 ◽  
Vol 13 (6) ◽  
pp. 3226
Author(s):  
Daniel Dorta-Afonso ◽  
Manuel González-de-la-Rosa ◽  
Francisco J. García-Rodríguez ◽  
Laura Romero-Domínguez
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
High Performance ◽  
Well Being ◽  
Black Box ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Attitudes And Behaviors

The purpose of this research is to examine the underlying mechanisms inside the so-called black box that relate high performance work systems (HPWS) with employees’ well-being and job performance in hospitality. We surveyed a sample of 494 hotel workers to test a research model that related the following variables: HPWS, organizational commitment, motivation, job satisfaction, quality of life (QoL), and individual job performance. Structural equation modelling, namely through PLS-SEM, was conducted. We confirmed that HPWS directly influence employees’ motivation, organizational commitment, job satisfaction, and QoL. Additionally, workers’ motivation and organizational commitment positively influence job satisfaction, which, in turn, enhances workers’ QoL. Moreover, job satisfaction and quality of life significantly predicted individual job performance. This study contributes to unlocking the so-called black box relating HPWS with job outcomes as well as to the growing body of research that relates employees’ well-being with performance. From a managerial point of view, hospitality firms should prioritize investment in HPWS, as its design and implementation affects employees’ attitudes and behaviors. Future lines of research should consider bundles of practices instead of the whole HPWS effects on employees’ attitudes and behaviors.

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.

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