scholarly journals HIGH-PERFORMANCE WORK SYSTEM IN MODERATING ENTREPRENEURIAL LEADERSHIP, EMPLOYEE CREATIVITY AND KNOWLEDGE SHARING

2020 ◽  
Vol 21 (1) ◽  
pp. 328-341
Author(s):  
I Gede Riana ◽  
Ni Luh Putu Wiagustini ◽  
I Nengah Aristana ◽  
I Gede Rihayana ◽  
Ersis Warmansyah Abbas
Keyword(s):  
Knowledge Sharing ◽  
High Performance ◽  
Entrepreneurial Leadership ◽  
Employee Creativity ◽  
Work System ◽  
High Performance Work System

scholarly journals Entrepreneurial leadership moderating high performance work system and employee creativity on employee performance

2019 ◽  
Vol 6 (1) ◽  
pp. 1697512 ◽  
Author(s):  
Mateus Ximenes ◽  
Wayan Gede Supartha ◽  
I Gusti Ayu Manuati Dewi ◽  
Desak Ketut Sintaasih
Keyword(s):  
High Performance ◽  
Employee Performance ◽  
Entrepreneurial Leadership ◽  
Employee Creativity ◽  
Work System ◽  
High Performance Work System

scholarly journals High-performance work system and employee creativity

2017 ◽  
Vol 46 (7) ◽  
pp. 1318-1334 ◽  
Author(s):  
Guiyao Tang ◽  
Bingjie Yu ◽  
Fang Lee Cooke ◽  
Yang Chen
Keyword(s):  
High Performance ◽  
Underlying Mechanism ◽  
Employee Creativity ◽  
Content Type ◽  
Work System ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
High Performance Work System ◽  
The Relationship

Purpose The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity. Design/methodology/approach The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions. Findings The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity. Research limitations/implications The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts. Practical implications When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours. Originality/value This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.

USING EMPLOYEE CREATIVITY TO UNPACK THE ‘BLACK BOX’ IN THE HIGH-PERFORMANCE WORK SYSTEM (HPWS)-FIRM PERFORMANCE NEXUS

2019 ◽  
Vol 24 (06) ◽  
pp. 2050052
Author(s):  
ABDUSSALAAM IYANDA ISMAIL ◽  
ABDUL-HALIM ABDUL-MAJID ◽  
ABDULLATEEF AMEEN ◽  
SAQLAIN RAZA ◽  
IYIOLA TOMILAYO AKINDELE
Keyword(s):  
Financial Performance ◽  
High Performance ◽  
Sampling Technique ◽  
Black Box ◽  
Future Research ◽  
Employee Creativity ◽  
Work System ◽  
Mediating Role ◽  
High Performance Work System ◽  
The Relationship

The extant research findings have identified lacunas (i.e. gaps, unresolved issues, and black box) in the High-Performance Work System (HPWS)-Performance relationship and suggested usage of a mechanism (mediator) that can close up the identified lacunas. Thus, this study investigates whether employee creativity can play a mediating role in the relationship between HPWS and firm non-financial performance. The sample size of the study is 518, and respondents were selected through stratified sampling technique. Data were collected from the sampled 518 managers in Nigerian firms. Partial Least Squares (PLS) algorithm and bootstrapping techniques were used for data analysis. The result indicates that employee creativity competitively/partially mediates the relationship between HPWS and non-financial performance. Employee creativity represents an appropriate mechanism to explain the relationship between HPWS and non-financial performance. Hence, the positive indirect effect via the mediator variable (employee creativity) reveals the ‘true’ relationship between HPWS and non-financial performance. This result implies that HPWS may not necessarily enhance non-financial performance. Ill-configured HPWS could jeopardize non-financial performance, but HPWS that stimulates employee creativity would enhance non-financial performance. Lastly, the implications, limitations and suggestions for future research are discussed.

scholarly journals High-Performance Work System, Work Well-Being, and Employee Creativity: Cross-Level Moderating Role of Transformational Leadership

2019 ◽  
Vol 16 (9) ◽  
pp. 1640 ◽  
Author(s):  
Rentao Miao ◽  
Yi Cao
Keyword(s):  
Transformational Leadership ◽  
High Performance ◽  
Hierarchical Linear Model ◽  
Well Being ◽  
Strategic Human Resource Management ◽  
Employee Creativity ◽  
Work System ◽  
High Performance Work System ◽  
The Impact ◽  
The Relationship

Under the new normal, the economic development mode and growth momentum of China has brought about fundamental changes, which means that the development of enterprises has gradually shifted from being factor-and investment-driven to being innovation-and talent-driven. As the foundation of corporate innovation, employee creativity plays an important role in this process. In the field of strategic human resource management, high-performance work system is the embodiment of its core competence. Although some research has begun to try to explore the impact of high-performance work system on employee creativity, the underlying mechanism and the boundary condition is not yet fully understood. According to the Job demands-resources (JD-R) model, this study theorized and examined whether and when high-performance work system stimulate employee creativity. Using a sample of large and medium-sized enterprises in China, we collected data, which are time-lagged and multilevel, from 266 employees in 61 departments. Results of the hierarchical linear model found that (1) High-performance work system is positively related to employee creativity; (2) High-performance work system positively affects employee work well-being; (3) Work well-being positively affects employee creativity; (4) Employee work well-being partially mediates the relationship between high-performance work system and creativity; (5) Transformational leadership, which represents an important contextual variable in the workplace, moderates the relationship between work well-being and employee creativity; (6) Moreover, we have also revealed that transformational leadership can moderate the indirect effect of high-performance work system on employee creativity. We discussed the theoretical and practical implications of these findings.

Critical Success Factors of High Performance Work System (HPWS) Practices: Findings from Malaysian SMEs

2020 ◽  
Vol 11 (1) ◽  
pp. 162-162
Author(s):  
Noor Hassanah Husin ◽  
Nur Naha Abu Mansur ◽  
Nur Naha Abu Mansur ◽  
Beni Widarman Yus Kelana
Keyword(s):  
High Performance ◽  
Manufacturing Industry ◽  
Small And Medium Enterprises ◽  
Success Factor ◽  
Good Reliability ◽  
Work System ◽  
Critical Success ◽  
Innovative Work ◽  
High Performance Work System ◽  
Medium Enterprises

Innovation plays a major role and is a crucial component of the organization’s growth. Creativity and innovation have become increasingly popular as key contributors to firm success in the last few decades or so. The incoming technology of Industrial Revolution 4.0 forced many companies to be innovative to compete in technological era. However, many SMEs are not ready and less innovative. Furthermore, there is lack of research focus on HPWS implementation amongst SMEs indicates that further research must be conducted along these lines. Therefore, this study aim to investigate the effect of high performance work system (HPWS) towards innovative work behaviour of employees in small and medium enterprises. This study used quantitative approach to identify the critical success factor of high performance work systems (HPWS) in Malaysian small and medium enterprises (SME) manufacturing industry. This study used descriptive analysis to analyze the data. Five-point Likert scales items ranging from (1-strongly disagree, 5 – strongly agree) employed for measuring the HPWS. Therefore, the total of 81 items survey questions were adapted to obtain the respondents for SME manufacturing industry. Reliability analysis shows that all the HPWS dimensions have very good reliability with Cronbach’s alpha value range from 0.884 to 0.976. According to Tang et al (2014), Cronbach’s alpha range between 0.70 and 0.80 considered as good reliability whereby 0.80 and 0.90 considered as very good reliability. Result also showed that selective staffing has the highest mean score followed by employee participation, which are 3.951 and 3.833 respectively. This proved that selective staffing is most important critical success factor in the HPWS implementation for Malaysian SME manufacturing industry. Keywords: high performance work system, work engagement, innovative work behaviour, small and medium enterprise.

Sign in / Sign up

Export Citation Format

Share Document