scholarly journals Effects of High-Performance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction

2021 ◽  
Vol 13 (6) ◽  
pp. 3226
Author(s):  
Daniel Dorta-Afonso ◽  
Manuel González-de-la-Rosa ◽  
Francisco J. García-Rodríguez ◽  
Laura Romero-Domínguez
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
High Performance ◽  
Well Being ◽  
Black Box ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Attitudes And Behaviors

The purpose of this research is to examine the underlying mechanisms inside the so-called black box that relate high performance work systems (HPWS) with employees’ well-being and job performance in hospitality. We surveyed a sample of 494 hotel workers to test a research model that related the following variables: HPWS, organizational commitment, motivation, job satisfaction, quality of life (QoL), and individual job performance. Structural equation modelling, namely through PLS-SEM, was conducted. We confirmed that HPWS directly influence employees’ motivation, organizational commitment, job satisfaction, and QoL. Additionally, workers’ motivation and organizational commitment positively influence job satisfaction, which, in turn, enhances workers’ QoL. Moreover, job satisfaction and quality of life significantly predicted individual job performance. This study contributes to unlocking the so-called black box relating HPWS with job outcomes as well as to the growing body of research that relates employees’ well-being with performance. From a managerial point of view, hospitality firms should prioritize investment in HPWS, as its design and implementation affects employees’ attitudes and behaviors. Future lines of research should consider bundles of practices instead of the whole HPWS effects on employees’ attitudes and behaviors.

Employee high-performance work systems-experience attributions of well-being and exploitation: a multilevel study of Greek workplaces

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia Katou
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Well Being ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Attitudes And Behaviors ◽  
Mediating Mechanisms ◽  
And Behaviors ◽  
The Relationship

PurposeThis paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and organizational performance through the serially mediating mechanisms of employee HPWS-experience attributions of well-being and exploitation, attitudes, and behaviors.Design/methodology/approachMultilevel structural equation modeling through Mplus was applied to a sample of 1,112 employees working at 158 Greek organizations.FindingsThe modeling's findings indicate that the serially mediating mechanism of employee HPWS-experience attributions of well-being, attitudes and behaviors improves organizational performance. Meanwhile, the serially mediating mechanism of employee HPWS-experience attributions of exploitation, attitudes and behaviors was found to weaken organizational performance.Practical implicationsThis study shows that, to improve employees' well-being and weaken employee exploitation through employees' HPWS-experience attributions, senior and line managers should gain competencies and communication skills through training and development programs, successfully communicating HPWS messages to employees.Originality/valueThis study may be the first study to elucidate the serially mediating mechanisms of employees' well-being and exploitation through employees' HPWS-experience attributions, attitudes and behaviors in the relationship between HPWSs and organizational performance.

Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations

2015 ◽  
Vol 36 (5) ◽  
pp. 772-790 ◽  
Author(s):  
Bruno Fabi ◽  
Richard Lacoursière ◽  
Louis Raymond
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
High Performance ◽  
Intention To Quit ◽  
Cross Sectional ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices ◽  
Before And After

Purpose – The purpose of this paper is to increase the understanding of the influence of high-performance work systems (HPWS) upon job satisfaction (JS), organizational commitment (OC) and intention to quit (QI). Design/methodology/approach – The data come from a questionnaire administered to 730 employees in different organizations. All questionnaires were administered “live,” in the presence of one or more members of the research team, with the ability to answer any of the respondents’ clarification questions. Findings – The results of this study allow the authors to better understand how the effects of HPWS are exerted on the intention to quit by highlighting the mediating role played by JS and OC. In addition, the results demonstrate a synergistic effect of HPWS, meaning that the combined effects of three sets of HR practices (skill-enhancing, motivation-enhancing and opportunity-enhancing practices) is greater than the sum of each set taken individually. Research limitations/implications – The cross-sectional nature of the study prevents the authors from inferring true causality between human resource management (HRM) practices and the attitudes and behaviors of employees. Only a longitudinal study measuring levels of JS, OC and quit intention before and after implementation of such practices would establish such causality. Practical implications – For leaders and managers of organizations seeking to reduce the rate of employee turnover, the results are eloquent: increased investment in a HPWS can significantly improve JS, helping to increase OC and reduce intention to quit. In the prevailing context of “talent war,” organizations that are the most proactive in the implementation of HRM systems, that is, systems designed to improve the skills of employees, to motivate them to use these skills and to empower them in their decision making at work, will be the employers that are more likely to retain skilled employees. Originality/value – This paper focusses on the complementary rather than aggregate effects of three sets of HRM practices, thus contributing to the discussion on the notion of complementarity among HRM practices, a notion that has been called into question in certain studies.

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.

scholarly journals Do High-Performance Work Systems Really Satisfy Employees? Evidence from China

2018 ◽  
Vol 10 (10) ◽  
pp. 3360 ◽  
Author(s):  
Po-Chien Chang ◽  
Ting Wu ◽  
Chen-Lin Liu
Keyword(s):  
Job Satisfaction ◽  
Hierarchical Linear Modeling ◽  
High Performance ◽  
Well Being ◽  
Service Industries ◽  
Working Environment ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Work Intensification ◽  
Workplace Events

Our study aims to examine the outcomes of Western-based high-performance work systems (HPWS) from two separate workplace events (job discretion and work intensification) in a Chinese context. Based on Affective Events Theory (AET), employee reactions and job satisfaction may vary depending on their working environment. We applied hierarchical linear modeling (HLM) to analyze data collected from 34 human resources managers and 354 employees working in the Chinese manufacturing and service industries. Our study demonstrates that workplace events based on HPWS may influence employees’ feelings and job satisfaction. Job discretion makes employees feel positive and increases their job satisfaction while work intensification is seen as negative by employees and reduces their job satisfaction. However, results also show that HPWS fail to bring increased satisfaction to employees due to job discretion. This study supports previous studies that not all HPWS may lead to positive outcomes when internal stakeholders’ well-being is not considered. Without considering long-term investment in employees, it is challenging for organizations to maintain their competitiveness and meet their goals. Further research is suggested to include more study of different contexts and time frames while examining the outcomes of HPWS.

Immigrants and job satisfaction: Do high performance work systems play a role?

2016 ◽  
Vol 37 (4) ◽  
pp. 690-715 ◽  
Author(s):  
James Chowhan ◽  
Isik U Zeytinoglu ◽  
Gordon B Cooke
Keyword(s):  
Job Satisfaction ◽  
High Performance ◽  
Work Systems ◽  
High Performance Work Systems

Empowerment e intensificazione? Gli effetti dei nuovi sistemi di lavoro sui lavoratori1

2012 ◽  
pp. 45-75
Author(s):  
Torre Edoardo Della
Keyword(s):  
Economic Performance ◽  
High Performance ◽  
Well Being ◽  
Empirical Literature ◽  
New Work ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Sceptical View

The debate about the effects of new work systems - the so-called High Performance Work Systems (HPWS) - in terms of improving economic performance and productivity of the enterprise is rich in contributions and a substantial convergence is recorded in saying that, in the presence of a well thought-out and properly implemented system, the effects are positive. More neglected and controversial are the effects that these practices have for the well-being of workers. Through a review of theoretical and empirical literature on the topic, this paper analyses the traditional opposition between supporters of the "empowerment view" and supporters of the "intensification view". The former consider the HPWS such as win-win solutions for enterprises and workers, while the latter believe that the HPWS are a managerial expedient that aims to intensify the pace of work and the efforts required to workers. The results show that both positions are sustainable and attach to internal tensions related to HPWS (i.e. control/ discretion, responsibility/stress, etc.) the uncertainty of the results found from the literature. This interpretation finds in the intermediate "sceptical view" the more careful position to adopt and suggests to pay greater attention to the measurement adopted to analyze these relationships and to the characteristics of the employees and of the context in which HPWS are introduced. Finally, some directions for the development of future researches in this area are drawn.

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