Abstract
Drawing on the social exchange theory, this study aimed to investigate the mediating role of psychological empowerment in the relationship between high-performance work systems and job engagement. Data collected from 287 employees in a large manufacturing organization was analyzed using structural equation modeling and hierarchical regression analysis. The results showed that perceived high-performance work systems and psychological empowerment positively influenced job engagement. The results of the study also revealed that psychological empowerment mediated the influence of high-performance work systems on job engagement. The results further suggest that organizational human resources systems impact job engagement through psychological empowerment. The theoretical contribution and managerial implications have been thoroughly discussed in this paper.
Highlights
In recent times, organizational researchers have demonstrated a substantial interest in revealing the role of job engagement (Alfes, Shantz, Truss, & Soane, 2013; Boon & Kalshoven, 2014; Gruman & Saks, 2011; Schaufeli, 2012; Zhong, Wayne, & Liden, 2016)
Based on social exchange theory (Blau, 1964) and norm of reciprocity (Gouldner, 1960), we proposed that human resource (HR) systems affect job engagement directly and affect job engagement indirectly through psychological empowerment
The results show that High-performance work systems (HPWS) predicted psychological empowerment that is aligned with past study outcomes (Arefin et al, 2015a, 2015b)
Summary
Organizational researchers have demonstrated a substantial interest in revealing the role of job engagement (Alfes, Shantz, Truss, & Soane, 2013; Boon & Kalshoven, 2014; Gruman & Saks, 2011; Schaufeli, 2012; Zhong, Wayne, & Liden, 2016). Employees generally engage themselves in the work if they are satisfied, motivated, committed, and identified with the organization to show in-role and extra-role behavior and reluctant to quit from the organization (Christian, Garza, & Slaughter, 2011; Schaufeli, 2012; Zhong et al, 2016). China remains the region with the lowest (22%) levels of engagement and India the highest (42%). Few are known about the role of organizational human resource practices as antecedents of job engagement (Crawford, LePine, & Rich, 2010; Saks, 2006; Zhong et al, 2016) and the intervening mechanism through which human resources systems influence job engagement (Cooke, Cooper, Bartram, Wang, & Mei, 2016; Huang, Ma, & Meng, 2018; Zhong et al, 2016)
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