How Do Leader–Member Interactions Influence the HRM–Performance Relationship? A Multiple Exchange Perspective

Abstract

ABSTRACT Recently, the strategic human resource management literature has witnessed a burgeoning interest in examining individual perceptions of HRM. However, this line of research primarily focuses on unlocking mediating processes through which experienced HR practices affect outcomes. Here, we extend the current discourse by investigating how the quality of relationship with first-line managers (FLMs) interacts with individual’s experienced high-performance work systems (HPWS) in explaining variance in such individual outcomes as task performance and knowledge sharing. Analyses of 160 dyadic data demonstrated that individual–level HPWS is positively associated with both performance measures. More conspicuously, we found that the effects of HPWS on employee outcomes become weaker under the condition of high LMX and interactional justice. We discuss the implications of our findings.