一线经理与员工对高绩效工作系统的感知差异对员工离职意向的影响 -自我牺牲型领导力的调节作用-

Abstract

In the context of a market economy with Chinese characteristics, scholars begin to doubt whether the high-performance work system (HPWS) always positively impacts organizational performance and individual performance. For this reason, scholars’ researches turn to the effects of different levels of HPWS on employees’ attitudes and behaviors. However, the effect of first-line managers and employees perceived HPWS gap on employee turnover intention has not been empirically proven. The purpose of this study is to explore the operational mechanism of HPWS from the perspective of first-line managers and employees perceived HPWS gap. Based on the theory of social information processing, this study explores the effect of first-line managers and employees perceived HPWS gap on employee turnover intention and the moderate effect of self-sacrificial leadership between them. The field survey data came from a large real estate company in Henan province, China. The researchers finally obtained valid data on the matching of 31 first-line managers and 241 employees. Based on multiple regression analysis, the results showed that the first-line managers and employees perceived HPWS gap had a positive effect on employee turnover intention. It is noteworthy that self-sacrificial leadership can effectively alleviate the positive effect of the first-line managers and employees perceived HPWS gap on employee turnover intention. That is to say, the positive relationship between the first-line managers and employees perceived HPWS gap and employee turnover intention becomes weaker when employees perceive high-level self-sacrificial leadership. This study not only adds a new research perspective to the research literature of HPWS and leadership but also provides a new direction for organizations to obtain the best HPWS implementation effect.