How and When Perceived High Performance Work Systems Lead to Employee Performance and OCB

Abstract

This study examines how and when high-performance work systems (HPWS) contribute to better employee work outcomes. Based on the multisource three-wave data obtained from a sample of 102 employer-employee dyads in China, we investigated the role of HPWS in increasing the levels of employee work outcomes in the form of employee job performance and organizational citizenship behaviors. Drawing on person-job (P-J) fit theory, we argue that HPWS can improve employee work outcomes by increasing employees’ perceptions of P-J fit. Furthermore, we find that the positive relationships between HPWS and employee job performance, as well as HPWS and organizational citizenship behavior, via P-J fit, are stronger when employees possess higher learning goal orientation. This is because individuals who have a higher level of learning goal orientation are more willing to learn new skills and knowledge to increase their competence and abilities. We discuss the implications of the findings as well as the limitations and future research directions.