scholarly journals The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

2020 ◽  
Vol 17 (4) ◽  
pp. 1150 ◽  
Author(s):  
Rentao Miao ◽  
Lu Lu ◽  
Yi Cao ◽  
Qing Du
Keyword(s):  
High Performance ◽  
Psychological Safety ◽  
Employee Voice ◽  
Full Time ◽  
Innovative Behavior ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship ◽  
Promotive Voice ◽  
Prohibitive Voice

In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR (Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.

Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises

2017 ◽  
Vol 24 (4) ◽  
pp. 670-688 ◽  
Author(s):  
Muhammad Athar Rasheed ◽  
Khuram Shahzad ◽  
Christopher Conroy ◽  
Sajid Nadeem ◽  
Muhammad Usman Siddique
Keyword(s):  
High Performance ◽  
Organizational Innovation ◽  
Small And Medium Enterprises ◽  
Employee Voice ◽  
Content Type ◽  
Work System ◽  
Federal Organization ◽  
High Performance Work System ◽  
Medium Enterprises ◽  
The Relationship

Purpose Employee voice has emerged as a strong predictor of positive organizational outcomes. Grounding the theoretical model in resource-based theory; this study conceptualizes how high-performance work system (HPWS) can enhance organizational innovation of small and medium enterprises (SMEs) through voice behaviors. Specifically, the purpose of this paper is to empirically test if employee voice mediates the relationship between HPWS and organizational innovation. Design/methodology/approach This study used a quantitative strategy and cross-sectional survey method for the collection of data from SMEs operating in Pakistan. A list of SMEs was obtained from the federal government organization responsible for the development of SMEs in Pakistan. A self-administered structured questionnaire was distributed and 239 randomly selected SMEs responded to the survey. Findings Findings confirmed the conceptualized model and revealed that HPWS was significantly and positively related to employee voice and organizational innovation. Employee voice was found as a significant predictor of organizational innovation and mediating factor in the relationship between HPWS and organizational innovation. Research limitations/implications This study is limited in terms of variables included in the conceptual model and relatively small size of the sample that was derived from a single federal organization. More variables and SMEs can be included in future studies to get broader results and, potentially, better findings. Practical implications SME managers/owners can design HR function in such a way that employees will be encouraged to raise their voice and participate more in the organization. Scholars should study voice behaviors distinct from citizenship behaviors. Originality/value This study is the first of its kind to conceptualize the relationship between HPWS, employee voice, and organizational innovation in SMEs of Pakistan.

Understanding managerial response to employee voice: a social persuasion perspective

2019 ◽  
Vol 41 (3) ◽  
pp. 273-288
Author(s):  
Zhenzhen Zhang ◽  
Qiaozhuan Liang ◽  
Jie Li
Keyword(s):  
Authentic Leadership ◽  
Employee Voice ◽  
Two Phase ◽  
Content Type ◽  
Source Characteristics ◽  
The Relationship ◽  
Social Persuasion ◽  
Promotive Voice ◽  
Prohibitive Voice ◽  
Managerial Response

Purpose Research about the benefit of voice to organizations generally assumes that leaders acknowledge or act upon employees’ ideas when they are voiced, but is it always the case? Drawing on social persuasion theory, the purpose of this paper is to explore what factors shape the effectiveness of employee voice by integrating message, receiver and source characteristics of employee voice into one theoretical model. Specifically, this paper investigates the influence of different types of voice on leader receptivity, and further examines whether the effectiveness of employee voice might be contingent on authentic leadership and employee expertise. Design/methodology/approach Data were collected from 353 matched employee–supervisor pairs in a two-phase field study. Hierarchical regression analyses were conducted to examine the relationships among the study variables. Findings Results indicate that leaders respond more receptively to promotive voice than prohibitive voice. Furthermore, leader receptivity is contingent on authentic leadership and employee expertise. The relationship between promotive voice and leader receptivity is more pronounced when employee expertise or authentic leadership is high rather than low; the relationship between prohibitive voice and leader receptivity is significant only when authentic leadership or employee expertise is high. Originality/value This research offers a more holistic explanation for understanding the effectiveness of voice behavior. Specifically, these findings emphasize the important role of voice content in determining managerial response, and underscore the value of receiver and source characteristics in shaping the relationship between voice and leader receptivity.

Do performance measures matter in the relationship between high-performance work system and organizational performance?

2019 ◽  
Vol 41 (3) ◽  
pp. 241-257
Author(s):  
Xiaoxuan Zhai ◽  
Xiaowen Tian
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
Performance Measures ◽  
High Performance ◽  
Country Of Origin ◽  
Content Type ◽  
Work System ◽  
Hrm Practices ◽  
High Performance Work System ◽  
The Relationship

Purpose The purpose of this paper is to develop a resource-based framework to explain the relationship between high-performance work system (HPWS) and organizational performance (OP) and the moderating role of performance measures. Design/methodology/approach The paper takes a meta-analysis approach, and tests hypotheses against data of 47,741 firms and establishments in 192 studies published by June 2016. Findings The paper finds that HPWS has a greater positive effect on operational than financial performance. Moreover, HPWS influences operational performance more strongly in developing than advanced countries and at the firm level than the establishment level, but such variations are not evident in the effect of HPWS on financial performance. Practical implications The paper suggests that managers should treat human resource management (HRM) practices as a system, and develop HPWS for operational gains which in turn lead to financial gains. Managers need to take different approaches to develop HPWS for high performance depending on the country of origin and the level of organization. Originality/value Based on studies of individual HRM practices, previous meta-analytical studies suggested that the HPWS-OP relationship is invariant across performance measures. Taking HRM practices as integral components of HPWS, this paper extends the resource-based theory to demonstrate that performance measures interact with country of origin and level of analysis to moderate the HPWS-OP relationship.

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.

High performance work system, HRD climate and organisational performance: an empirical study

2015 ◽  
Vol 39 (3) ◽  
pp. 239-257 ◽  
Author(s):  
Ashutosh Muduli
Keyword(s):  
Organizational Performance ◽  
Human Resource Development ◽  
High Performance ◽  
Extensive Literature ◽  
Development Environment ◽  
Content Type ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship

Purpose – This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India. Design/methodology/approach – The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based company in India. Findings – Agreeing with most of the research, HPWS is found to be positively related with organizational performance. The result does not agree with the HPWS research conducted in Asian countries. Taking clues from “Black Box” approach, the role of HRD Climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD climate) based on openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation (OCTAPAC). Research limitations/implications – Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD climate through development of organizational culture based on OCTAPAC. Practical implications – Implications for HRD–HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes, and organizational commitment of trainees. Originality/value – The research is unique in its attempt to understand the role HRD climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD Climate.

scholarly journals High Performance Work System and Export Performance

2019 ◽  
Vol 7 (2) ◽  
pp. 245-256
Author(s):  
Ramaisa Aqdas ◽  
Nik Ab Halim Nik Abdullah
Keyword(s):  
Performance Management ◽  
High Performance ◽  
Export Performance ◽  
Extensive Literature ◽  
Four Dimensions ◽  
Work System ◽  
High Performance Work System ◽  
Recruitment And Selection ◽  
The Relationship ◽  
Textile Sector

This paper aims to propose a conceptual framework about the relationship between high performance work system practices and export performance. HPWS is expected to play a crucial role in organizational success. Thus, this paper proposed a framework for studying the relationship among four dimensions of HPWS such as recruitment and selection, performance management, compensation and rewards and training and development and export performance in Pakistan’s textile sector. Moreover, entrepreneurial orientation acts as the mediating factor among these variables. This framework is developed based on extensive literature and this study is expected to contribute towards knowledge by delivering insights and pointing out ways to increase country’s export performance. Specifically, this research will benefit Pakistan’s textile sector in formulating strategies to increase manufacturer’s export performance.

scholarly journals Understanding mindfulness outcomes: a moderated mediation analysis of high-performance work systems

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
Sumi Jha
Keyword(s):  
Mediation Analysis ◽  
High Performance ◽  
Affective Commitment ◽  
Negative Relationship ◽  
Moderated Mediation ◽  
Faculty Members ◽  
Employee Voice ◽  
Work System ◽  
High Performance Work System ◽  
Relationship Of

AbstractThe purpose of the study was to explain the possible outcomes of mindfulness. The research studied the relationship between mindfulness and employee voice behaviour, affective commitment, job satisfaction, and burnout. The research added one contextual variable, high-performance work system, as a moderator. The sample of the study was faculty members of higher education (management) schools. The sample size was 1092 faculty members. Moderated mediation analysis was used to analyse the data and understand the positive as well as the negative relationship of high-performance work system. Findings indicated the significant positive relationship of mindfulness with employee voice behaviour, affective commitment, and job satisfaction. The research found a negative relationship between mindfulness and burnout. The moderated mediation analysis revealed the significant interaction effect of high-performance work system and mindfulness on consequence variables. To conclude the author found that the mindfulness practice is important for faculty members of higher education. Further the research concluded that mindfulness may enhance employee voice behaviour, which in turn increases satisfaction and commitment and reduces burnout. Such relationship is possible under high performance work system context.

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