Performance Effects of High Performance Work Systems on Committed, Long-Term Employees: A Multilevel Study.

Nikolaos Pahos,Eleanna Galanaki

doi:10.3389/fpsyg.2022.825397

Abstract

Even though effects of High Performance Work Systems (HPWS) on employee performance have been widely investigated, there is no consensus on how this link is achieved. Drawing on Social Exchange Theory (SET), this paper attempts to shed more light in this relationship by investigating the mediating role of affective, normative, and continuance commitment in the relationship between HPWS and employee performance. Moreover, the potential moderating role of employee tenure on the HPWS—organizational commitment link is examined. Using data from 342 subordinates and 115 supervisors from 111 service organizations in Greece, our multilevel analysis shows that affective commitment fully mediates the relationship between HPWS and employee performance. In addition, employee tenure positively moderates the relationships between HPWS and affective and normative commitment. The paper discusses theoretical implications and provides recommendations for practitioners.

Highlights

Scholars in the field of Human Resource Management (HRM), have approached the field of HRM practices, by emphasizing on “High-commitment management practices” (Wood, 1996), “High-involvement work practices” (Guthrie, 2001), and “High performance work systems” (HPWS; Appelbaum et al, 2000)
We adopted the universalistic or “best practices” view (Delery and Doty, 1996), according to which specific sets of HRM practices and mechanisms are beneficial to all organizational settings
By adopting a universal set of good HRM practices (Guest, 1997), organizations can benefit from increased affective commitment and performance at the individual level

Summary

Introduction

Scholars in the field of Human Resource Management (HRM), have approached the field of HRM practices, by emphasizing on “High-commitment management practices” (Wood, 1996), “High-involvement work practices” (Guthrie, 2001), and “High performance work systems” (HPWS; Appelbaum et al, 2000). The effect of such practices on performance, both at the individual and at the organizational level, is an important field of research and provides significant findings (Evans and Davis, 2005; Aryee et al, 2012). There is doubt about the exact mechanism through which the implementation of HRM practices leads to performance outcomes (Boxall et al, 2011). This issue is commonly referred to as the “black box” problem (Purcell et al, 2003) and refers to the human interactions and potential intervening factors within organizations, that might be crucial for enhancing HPWS’ performance outcomes.

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Results

Conclusion