High-performance work systems and burnout: the moderating role of mindset and the need for achievement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Promila Agarwal
Keyword(s):  
High Performance ◽  
Positive Relationship ◽  
Interactive Effect ◽  
Individual Characteristics ◽  
Growth Mindset ◽  
Need For Achievement ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems

Purpose Drawing from the conservation of resources (COR) theory, this paper aims to examine the interaction among high-performance work systems (HPWS), growth mindset and need for achievement to explain burnout among employees. Design/methodology/approach The authors used SPSS PROCESS to test the research model on a sample of 341 employees from the manufacturing sector. The authors followed random sampling process to select organizations and employees within the organization. Findings The findings reveal a positive relationship between HPWS and job burnout. The study also confirms the interactive effect of HPWS, growth mindset and the need for achievement on burnout. Research limitations/implications The study explains the boundary conditions of HPWS and resolves the discrepancy associated with the negative effect of HPWS on employees. The results both confirm and expand the COR theory. Originality/value This is the first study to reveal the role of individual characteristics in understanding the positive relationship between HPWS and burnout. The study points out that the belief system and how need for achievement influence resource conservation strategies.

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.

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.

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.

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.

Do SHRM and HPWS shape employees’ affective commitment and empowerment?

2019 ◽  
Vol 7 (3) ◽  
pp. 300-324
Author(s):  
Lorena Para-González ◽  
Daniel Jiménez-Jiménez ◽  
Ángel Rafael Martínez-Lorente
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Affective Commitment ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Modeling Methodology ◽  
And Performance ◽  
Organizational Results

Purpose The purpose of this paper is to investigate the role of affective commitment and empowerment as mediators in the relationship among high-performance work systems (HPWS) and organizational performance. Different inconsistencies found in the literature review shows the need to take into account certain mediating variables, such as employees’ behaviors and attitudes, to understand how human resource management (HRM) facilitates the achievement of organizational results. Design/methodology/approach A sample of 200 medium-sized Spanish organizations was examined through partial least squares modeling methodology. Findings As hypothesized, a proactive strategic HRM approach in an organization can be translated in a series of human resources practices systems of high-performance, which stimulate directly employees’ affective commitment and promote empowerment among them, getting to better results in employees’ performance and in organizational performance. Originality/value This research shows that affective commitment and empowerment play a determinant role as mediators in HPWS and performance relationship, providing a deeper understanding of the alignment of strategy and HRM practices for organizational success.

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.

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