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.

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.

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.

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.

The effect of high performance work system strength on organizational effectiveness

2019 ◽  
Vol 30 (1) ◽  
pp. 77-95
Author(s):  
Dushar Kamini Dayarathna ◽  
Peter John Dowling ◽  
Timothy Bartram
Keyword(s):  
Sri Lanka ◽  
Organizational Effectiveness ◽  
High Performance ◽  
Work Systems ◽  
Ample Evidence ◽  
Content Type ◽  
High Performance Work Systems ◽  
Work System ◽  
High Performance Work System ◽  
The Impact

Purpose This paper aims to examine the implications of high performance work system (HPWS) strength from a managerial perspective and the impact of economic, cultural, political, legal and technological factors on the operationalization of HPWSs in the banking industry in Sri Lanka. Design/methodology/approach The data for this study were collected from three licensed commercial banks in Sri Lanka. This research used a case study approach for data collection with archival analysis of records and semi-structured interviews with the CEO, head of HR, two board members and three focus groups (top, middle and lower level managers across various functional areas) in each bank which altogether covers 66 key informants. Findings The findings supported the research proposition that to gain positive outcomes on organizational effectiveness, there should be a strong HPWS, resulting in a positive attitudinal climate among employees. Further, the findings provide evidence of the global applicability of HPWSs, although more research is needed to clearly specify the contextual boundaries of HPWS effectiveness. Originality/value Contemporary research provides ample evidence to endorse the contribution of high performance work systems toward organizational effectiveness. However, there is a dearth of literature on how high performance work systems are operationalized across the management hierarchy and support the achievement of organizational effectiveness. Few studies have been conducted on high performance work system strength and organizational effectiveness in emerging economies.

High performance work systems in the tourism and hospitality industry: a critical review

2020 ◽  
Vol 32 (7) ◽  
pp. 2365-2395 ◽  
Author(s):  
Panagiotis V. Kloutsiniotis ◽  
Dimitrios M. Mihail
Keyword(s):  
High Performance ◽  
Hospitality Industry ◽  
Black Box ◽  
Actual Process ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hospitality Sector ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality

Purpose This study aims to provide an up-to-date theoretically based qualitative review regarding the “high-performance work systems” (HPWS) approach in the area of the tourism and hospitality management. The aim is to classify the so-far studies between those that examine the general “black-box” issue and those that investigate the actual process of the “black-box.” Finally, this study identifies the “gaps” in the literature and provides avenues for further research. Design/methodology/approach This review is based on a systematic critical analysis of the HPWS research that has been conducted explicitly on the tourism and hospitality industry during the years 2004-2019 (N = 28), published in core HRM and management journals. Findings This study identifies a significant gap in the progress of the HPWS research in the tourism and hospitality sector, contrary to the so-far research in the generic human resource management (HRM) literature. Hence, recommendations and suggestions are provided for advancing the HPWS research in the particular sector, including the need for more advanced conceptual and statistical models by focusing specifically on the process of the “black-box.” Practical implications The present review contributes considerably to the HPWS research in the tourism and hospitality sector and recommends avenues for further research in enhancing the overall HPWS literature. Originality/value This is the first study that reviews the HPWS literature in the tourism and hospitality sector, in an effort to reconcile the differences between the present sector and the generic HRM literature.

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.

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