High-Performance Work System and Employee Counterproductive Work Behavior: The Perspective of Employee Perception

Ling Peng,Jiafu Su,Yupei Du,Muzi Li

doi:10.1155/2021/9083670

Abstract

Employee counterproductive work behavior (ECWB) in the workplace has caused serious harm to the organization, and its recessive occurrence creates difficulty for the organization to guard against it. This study aims to explore the influence of high-performance work systems (HPWS) on the two sides of ECWB with employees and the internal influence path. It also aims to combine resource conservation and affective events theories to build an HPWS five-level model. It provides human resource management measures for enterprises to reduce and prevent the ECWB effectively. This study adopts a quantitative analysis method to conduct a questionnaire survey among employees in 366 enterprises in China. The results show that HPWS has a significant two-sided impact on ECWB. For employees with positive emotions, HPWS improved employee performance and inhibited ECWB. Meanwhile, for employees with negative emotions, HPWS reduces employees’ work input and increases employees’ counterproductive behaviors. For negative employees, the positive effect of HPWS is more significant than the negative effect of positive employees. In addition, organizational commitment has a moderating effect on the counterproductive behavior of negative employees. Therefore, when implementing HPWS, enterprises should consider the impact of both sides of HPWS on ECWB and adopt a more humane management method. In this study, a practical five-level HPWS model is constructed, which complements the existing research model and provides a theoretical basis and practical guidance for enterprises to scientifically and effectively promote employees to achieve high performance.

Highlights

With the increasingly fierce market competition, enterprises are facing great challenges
An highperformance work systems (HPWS) five-level model is constructed. It provides a scientific solution for enterprises to effectively implement different human resource management (HRM) methods for individuals. is study expands the theoretical basis of HPWS on Employee counterproductive work behavior (ECWB)
Negative emotions can lead to extreme behavior in the workplace, such as a jealousy, resulting in an angry employee who takes hostile actions and may try framing others in a dirty way. erefore, this study presents the following hypotheses: H9: positive emotion plays a mediating role between investment and incentive practice perception and ECWB

Summary

Introduction

With the increasingly fierce market competition, enterprises are facing great challenges. Employees who lack their own resources perceive HPWS as performance and great work pressure, which may lead to negative emotions [6]. According to Hunter and atcher [8], organizational commitment can weaken employee’s negative behavior and strengthen their positive behavior It can effectively transform work pressure into work motivation and produce higher job performance. Erefore, based on the perspective of employee perception, this study constructs structural equation modeling to explore the influence path of the duality of HPWS on ECWB. It provides a scientific solution for enterprises to effectively implement different HRM methods for individuals. Is study expands the theoretical basis of HPWS on ECWB It provides theoretical basis and practical guidance for modern enterprises to construct harmonious labor–capital relationship and HRM practice

Research Hypothesis

Research Design

Data Analysis

Reliability and Validity Analysis

Findings

Empirical Analysis