Cross-Level effects of High-Performance Work Systems on the Innovative Work Behaviours of Employees: The Role of Future Time Perspectives

Abstract

This study assesses the mediating role of future time perspective in the relationship between high-performance work systems and innovative work behaviours of employees in Tanzania’s banking sector. Drawing from AMO theory, social exchange theory, and socio-emotional selectivity theory, we hypothesise that, first, the utilisation of high-performance work systems in an organisation is positively associated with future time perspective; second, the utilisation of high-performance work systems in an organisation is positively associated with the innovative work behaviours of employees in the organisation, and third, future time perspective mediates the relationship between high-performance work systems and innovative work behaviours of employees in a workplace. The findings of this cross-level study constitute 152 respondents from the company level (business unit level) and 220 respondents from the employee level. The results provide empirical evidence that high-performance work systems have a significant and positive effect on future time perspective, high-performance work systems have a positive and significant effect on innovative work behaviour and, importantly, future time perspective has a partial mediation in the relationship between high-performance work system and innovative work behaviour. The practical implications of the study are that managers need to effectively implement HPWS practices to encourage employees to be innovative as mediated by their perception of future prospects. Through this adoption and utilisation of HPWS, organisations can enhance innovative work behaviours amongst employees and therefore organisational performance.