scholarly journals Influence of High-Performance Work System on Employee Service Performance and OCB: The Mediating Role of PsyCap

2019 ◽  
Vol 5 (2) ◽  
pp. 1
Author(s):  
Kashif Nadeem ◽  
Amir Riaz ◽  
Yasir Iftikhar ◽  
Muhammad Bilal Ahmad ◽  
Waqas Shamshad
Keyword(s):  
High Performance ◽  
Service Sector ◽  
Employee Performance ◽  
Service Performance ◽  
Work System ◽  
Mediating Role ◽  
High Performance Work System ◽  
Relationship Of ◽  
The Relationship

High-performance work system (HPWS) has been viewed as black-box over the last decade and there is a need for better understanding of the mechanism through which employee performance can be enhanced significantly. Based on the 371 samples collected from banking, insurance, airline, telecommunication, and hospitality, this study provides empirical evidence that HPWS positively influence the service performance of employees and PsyCap mediates the relationship of high-performance work system and employee service performance, OCB among service sector employees of Pakistan. The implications of this study conclude the findings in detail.

The role of high-performance work system and human capital in enhancing job performance

2020 ◽  
Vol 16 (3) ◽  
pp. 195-206 ◽  
Author(s):  
Rabia Imran ◽  
Tariq Mohammed Salih Atiya
Keyword(s):  
Human Capital ◽  
Job Performance ◽  
High Performance ◽  
Service Sector ◽  
Content Type ◽  
Work System ◽  
Mediating Role ◽  
High Performance Work System ◽  
The Impact

PurposeThe aim of the current research is to examine how job performance is affected by high-performance work system (HPWS) and human capital. Furthermore, the research focuses on exploring the mediating role played by human capital in HPWS and job performance relationship.Design/methodology/approachData was collected from service sector employees. A sample of 400 respondents was selected from the chosen population using purposive sampling.FindingsThe results reveal that HPWS and human capital positively and significantly affect job performance. The impact of HPWS in creating human capital was also supported. The research also hypothesized mediating role played by human capital in HPWS and job performance relationship, and it was partially supported.Originality/valueRecent literature is evident of the relationship between performance and HPWS; however, the mechanism between these variables is still unclear (Demirbag et al., 2014). There is a need of identifying the factors that strengthen this relationship. The current research is an attempt to fill this gap by examining the effect of HPWS on job performance. Furthermore, it explores the role played by human capital in strengthening the connection of HPWS and job performance.

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.

High-performance work system and organizational citizenship behaviour at the shop floor

2020 ◽  
Vol 27 (4) ◽  
pp. 1369-1398 ◽  
Author(s):  
Jitendra Pratap Singh ◽  
Pawan Kumar Chand ◽  
Amit Mittal ◽  
Arun Aggarwal
Keyword(s):  
Organizational Citizenship ◽  
High Performance ◽  
Manufacturing Industry ◽  
Employee Performance ◽  
Industrial Clusters ◽  
Shop Floor ◽  
Content Type ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship

PurposeThe manufacturing industry is presently experiencing technological disruption on a global scale. Consequently, to tackle such disruption, firms are identifying a volatile, uncertain, complex and ambiguous (VUCA) scenario and seeking ways to counter it. Accordingly, this paper aims to investigate the employee performance through assessing organizational citizenship behaviour (OCB) among the shop floor employees of the fast-moving consumer goods (FMCG) industry where a high-performance work system (HPWS) has been implemented.Design/methodology/approachA descriptive research design was used in the study, and 395 shop floor employees working in leading multinational firms, with a minimum global turnover of US$1bn, were interviewed. These manufacturing firms were located in three industrial clusters in the northern part of India.FindingsThe results indicate that HPWS influences OCB. Most of the dimensions of HPWS and OCB were found to be positively associated. The findings also disprove the labour process theory in the context of the study.Practical implicationsThe findings report a broad view of the relationship between HPWS and OCB in the Indian manufacturing context. The study offers the practical insights that HPWS is a universally accepted framework and that organizations should focus on the effective implementation of HPWS in a VUCA scenario, which is in line with past studies. The study also provides future directions for research.Originality/valueThis paper has established the relationship between HPWS and OCB in the manufacturing sector, especially for shop floor employees.

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, Strategic Flexibility, and Organizational Performance—The Moderating Role of Social Networks

2021 ◽  
Vol 12 ◽  
Author(s):  
Yizhi Wang ◽  
Yi Cao ◽  
Nan Xi ◽  
Huitian Chen
Keyword(s):  
Social Network ◽  
Organizational Performance ◽  
High Performance ◽  
Strategic Flexibility ◽  
Work System ◽  
Mediating Role ◽  
The Social ◽  
High Performance Work System ◽  
Moderating Role

Based on the dynamic capability theory, this research investigated the effect of a high-performance work system on organizational performance, the mediating role of strategic flexibility, and the moderating role of an enterprise’s social network in this relationship. A total of 214 middle and senior managers from 58 Chinese enterprises were invited to participate in this research. The results showed that the high-performance work system is positively correlated with organizational performance and such correlation is partially mediated by strategic flexibility. Results found that the social network of an enterprise negatively moderated the relationship between a high-performance work system and strategic flexibility. However, the social network did not moderate the mediating role of strategic flexibility in high-performance work systems (HPWS) and organizational performance.

scholarly journals THE IMPACT OF HIGH-PERFORMANCE WORK SYSTEM ON THE EMPLOYEES’ PERFORMANCE: MEDIATING ROLE OF EMPLOYEES RESILIENCE

2020 ◽  
Vol 01 (02) ◽  
pp. 115-128
Author(s):  
Akbar Zaman ◽  
Shahid Nawaz ◽  
Shaukat Ullah Khan
Keyword(s):  
High Performance ◽  
Success Factors ◽  
Positive Association ◽  
Significant Information ◽  
Work System ◽  
Mediating Role ◽  
Critical Success ◽  
High Performance Work System ◽  
The Impact

The high-performance work system, employees’ performance and resilience are the critical success factors for any organization. To examine the concepts in native environment, the data was collected from different sources likewise, secondary from online databases while primary through questionnaire. The population of study comprises teaching faculty working in HEIs in southern region, KP, Pakistan. Literature was analyzed by comparing and examining the views of diverse researchers on matters under study while first hand data was analyzed over statistical procedure (correlation, & regression) to observe linkages amid research variables. Mediation procedure was used to inspect mediating role of employees’ resilience. Results offer significant information about the relationships among variables like positive association, significant impact, and partial mediation. This study is likely to offer new literature, new methods and new implications for management of concerned institutions. Therefore, study in general may contribute in existing knowledge database and in specific to researcher in achieving the desired objectives behind the conduction of this particular research study.

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