Making Sure Everyone is on the Same Page: HPWS, Manager Proactivity, and Service Performance

Abstract

Managers play a critical role in implementing high-performance work systems (HPWS), yet surprisingly little research has examined their role in HPWS delivery. Drawing on the strategic human resource management (SHRM) and leadership literature, the current study theorizes and examines the role of manager proactivity in channeling manager-rated HPWS into employee-rated HPWS and desired employee outcomes including intrinsic motivation, in-role service performance, and extra-role service performance. Using multisource, multilevel, and multi-wave survey data from 68 managers and 1,394 employees in retail stores, we found that manager-rated HPWS was more strongly and positively related to employee-rated HPWS when managers are proactive. Further, the results revealed that manager proactivity strengthens the positive indirect effects of manager-rated HPWS on employees’ in-role and extra-role service performance via employee-rated HPWS and intrinsic motivation. Theoretical and practical implications are discussed.