"High Performance Work Systems, Teachers' Job Performance and Students' Quality of School Life"

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.

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The relationships between high-performance work systems, job satisfaction, and job performance

International Journal of Tourism and Hospitality Research ◽

10.21298/ijthr.2017.12.31.12.101 ◽

2017 ◽

Vol 31 (12) ◽

pp. 101-115 ◽

Cited By ~ 1

Author(s):

Yu-Kyoung Kim

Keyword(s):

Job Satisfaction ◽

Job Performance ◽

High Performance ◽

Work Systems ◽

High Performance Work Systems

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High Performance Work Systems and Organizational Outcomes: The Mediating Role of Information Quality

ILR Review ◽

10.1177/001979390305600403 ◽

2003 ◽

Vol 56 (4) ◽

pp. 590-605 ◽

Cited By ~ 37

Author(s):

Gil A. Preuss

Keyword(s):

Decision Making ◽

High Performance ◽

Information Quality ◽

Knowledge Work ◽

Care Hospital ◽

Quality Of Information ◽

Work Systems ◽

High Performance Work Systems ◽

Performance Quality

Using data on registered nurses and nursing assistants in 50 acute-care hospital units, the author explores the relationships among high performance work systems, information quality, and performance quality within a context shaped by equivocal information—information that can be interpreted in multiple and sometimes conflicting ways. He finds that the quality of information available for decision-making, which largely depends on the interpretative skills of the workers who are exposed to important equivocal information, partially mediates how employee knowledge, work design, and total quality management systems affect organizational performance (which is measured as the inverse of medication error incidence). Providing employees with extensive relevant knowledge and enabling them to use their skills during even seemingly routine tasks improves the effective quality of information they bring to decision-making, and thereby promotes high performance quality.

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Different Roles of Career Goals on High Performance Work Systems,Task Crafting and Job Performance

Academy of Management Proceedings ◽

10.5465/ambpp.2018.18456abstract ◽

2018 ◽

Vol 2018 (1) ◽

pp. 18456

Author(s):

Lei Wang ◽

Ying Chen ◽

Meng Yu Cheng

Keyword(s):

Job Performance ◽

High Performance ◽

Career Goals ◽

Work Systems ◽

High Performance Work Systems

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High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks

Personnel Review ◽

10.1108/pr-08-2019-0425 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Timothy Bartram ◽

Brian Cooper ◽

Fang Lee Cooke ◽

Jue Wang

Keyword(s):

Social Identity ◽

Job Performance ◽

High Performance ◽

Psychological Empowerment ◽

Social Identification ◽

Social Climate ◽

Work Systems ◽

Content Type ◽

High Performance Work Systems ◽

The Relationship

PurposeDespite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on how these approaches interconnect to explain the way high-performance work systems (HPWSs) may increase job performance. This study extends one’s understanding of the human resource management (HRM)–performance relationship by examining the interconnections between these disparate social approaches within the Chinese banking context.Design/methodology/approachDrawing on a sample of 561 employees working across 62 bank branches in China, the authors test four hypotheses: (1) HPWS is positively related to social climate; (2) social climate mediates the relationship between HPWS and social identification; (3) psychological empowerment mediates the relationship between social identification and job performance; and (4) social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance. Data were collected over two waves and job (in-role) performance was rated by managers.FindingsThe authors confirm the four hypotheses. Social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance.Research limitations/implicationsThis study contains some limitations. First, the authors’ research sites were focussed on one main region in state-owned banks in China. Second, this study examined only one industry with a relatively homogeneous workforce (i.e. relatively young and highly educated employees).Practical implicationsHPWS may translate into individual performance through a supportive social climate in which staff identify themselves with their work team. This suggests that organizations should pay close attention to understanding how their HPWS system can foster a strong social climate to enhance employee identification at the work group level. Second, as the nature of work is becoming increasingly more complex and interdependent, enabling not just individuals but also work groups to function effectively, it is critical for departments and work groups to promote a collective understanding of HRM messages with shared values and goals.Originality/valueThis research contributes towards a more comprehensive understanding of the HRM–performance chain as a complex social process underpinned by social identity theory. The authors demonstrate that social identification and social climate both play an important role in explaining how HPWS positively affects psychological empowerment and subsequent job performance.

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