High-commitment organization and employees’ job performance

Abstract

PurposeThe purpose of this paper is to explore the mechanisms by which high-commitment organization is associated with employees’ job performance through the perspective of taking charge and the perceived strength of the human resource management (HRM) system.Design/methodology/approachBased on conservation of resources (COR) theory, the authors used two-wave survey data from 200 supervisor-subordinates pairs in China. This study uses hierarchical linear regression and bootstrapping method to analyze the mediated moderation effect.FindingsThe authors found that perceived high-commitment organization and perceived strength of the HRM system interact in predicting employees’ taking charge behavior, such that perceived high-commitment organization is more positively associated with taking charge when the perceived strength of the HRM system is high rather than low. In addition, taking charge mediates the relationship between interactive effects of perceived high-commitment organization and the perceived strength of the HRM system on employees’ job performance.Originality/valueThis study extended the high-commitment organization from the perspective of individual perception based on the COR theory and regard perceived high-commitment organization as an organizational resource.