The double‐edged sword effect of high‐performance work systems: investigating when and why high‐performance work systems promote versus inhibit employee organizational citizenship behaviors

Abstract

Drawing from self‐regulation theory and self‐identity orientation theory, this study examines the effects of experiencing different high‐performance work systems (HPWS) on the organisational citizenship behaviours of employees. Using a sample of 271 employees in China, we found that firstly, emotional exhaustion mediated the relationship between performance‐oriented/maintenance‐oriented human resource (HR) systems and helping/voice. Secondly, both relational identity and collective identity moderated the relationship between performance‐oriented HR systems and emotional exhaustion. Thirdly, both relational identity and collective identity moderated the indirect effect of performance‐oriented HR systems on helping through emotional exhaustion. Fourthly, both relational identity and collective identity moderated the indirect effect of performance‐oriented HR systems on voice through emotional exhaustion. Fifthly, individual identity moderated the relationship between emotional exhaustion and helping/voice. Finally, individual identity moderated the indirect effect of performance‐oriented HR systems on helping/voice through emotional exhaustion, as well as the indirect effect of maintenance‐oriented HR systems on helping/voice through emotional exhaustion. Our findings provide a balanced view of the effects of HPWS on employees’ outcomes and reveal the underlying mechanisms driving these relationships.