How HR systems are implemented matters: high‐performance work systems and employees’ thriving at work

PurposeThe purpose of this paper is to provide a balanced and nuanced understanding of the relationship between high-performance work systems (HPWS) and employee thriving at work by aiming to consider the “dark-side” of HPWS and to uncover the “black box.”Design/methodology/approachThis research draws from data from 377 employees nested in 77 work teams and tests a multilevel moderated mediation model using multilevel path analysis.FindingsThe findings indicate that employees appraise HPWS as both a challenge and a hindrance simultaneously. The challenge appraisal associated with HPWS positively influences employees' thriving at work whereas hindrance appraisal of HPWS negatively influences thriving experience. The results also support the hypothesized relationships in which servant leadership moderates the indirect effect of HPWS on employee thriving via challenge and hindrance appraisals accordingly.Originality/valueThis research demonstrates both positive and negative sides of HPWS as evaluated by employees in relation to an important employee outcome of thriving at work. It enriches the strategic HRM literature by identifying the “black box” of HPWS-employee outcomes and associated boundary condition from the theoretical perspective of cognitive appraisals.

Download Full-text

How hybrid HR systems affect performance in call centers

Personnel Review ◽

10.1108/pr-01-2020-0054 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Joana Story ◽

Filipa Castanheira

Keyword(s):

Call Center ◽

High Performance ◽

Call Centers ◽

Joint Effect ◽

Work Systems ◽

Content Type ◽

High Performance Work Systems ◽

Management Priorities ◽

The Relationship ◽

Hr Systems

PurposeThe purpose of this paper is to examine the relationship between hybrid HR systems in call centers and their effect on workers' performance.Design/methodology/approachDrawing on a sample of 337 call center operator-supervisor dyads, the authors analyzed how the joint perceptions of monitoring and high-performance work systems (HPWS) are associated with workers' authenticity to explain performance, rated by supervisors.FindingsThe authors found that when monitoring is perceived as low, HPWS is not associated with authenticity, suggesting that it requires the joint effect of monitoring and HPWS to communicate HR management priorities in call centers. In addition, the authors found that high ratings of monitoring combined with low perceptions of HPWS were associated with the lowest levels of authenticity, whereas the highest levels of authenticity at work were found when high monitoring was combined with high HPWS. The results supported a conditional indirect effect through authenticity to explain when and how hybrid HR systems are associated with better supervisor-rated performance.Originality/valueThis is the first study to test the interaction effects between HPWS and monitoring practices to explain authenticity as a key strategic component of performance in call centers.

Download Full-text

Employment Subsystems and the ‘HR Architecture’

10.1093/oxfordhb/9780199547029.003.0011 ◽

2009 ◽

Author(s):

David P. Lepak ◽

Scott A. Snell

Keyword(s):

High Performance ◽

Organizational Outcomes ◽

Knowledge Flows ◽

Future Research ◽

Work Systems ◽

High Performance Work Systems ◽

Strategic Hrm ◽

The One ◽

Globalization Strategy ◽

Hr Systems

There is an interesting tension that exists within the HRM literature with regard to employment subsystems. On the one hand, a clear pattern is emerging in strategic HRM research that suggests that HR systems geared toward increased commitment and employee involvement can have a dramatic impact on organizational outcomes. Terms such as commitment-oriented HR systems, high-performance work systems, high-involvement HRM, and the like exude a connotation of extensive investment in, and reliance on, employees. This article first reviews the ‘HR architecture’ to provide a backdrop for our discussion of employment subsystems and changing forms of employment. Second, it examines the implications of globalization, strategy, and managing knowledge flows for how companies structure their portfolio of employment subsystems. Throughout the discussion it offers suggestions for future research.

Download Full-text