Effects Of High-performance Work Systems Research Articles

Family business culture: a strategic resource and driver of firm performance

PurposeThrough a resource-based theoretical lens, we elucidate conditions under which family business culture (FBC) amplifies the positive effects of high-performance work systems (HPWS) intensity and exacerbates the negative effects of low human capital uniqueness (HCU) on firm performance. By doing so, we answer the call for more research on the conditions under which FBC influences firm outcomes.Design/methodology/approachThe present study sampled 226 small business owners across the USA, who provided their responses to online survey questions. Hypotheses were assessed via path analysis in MPlus 8.8, using maximum likelihood estimation.FindingsFBC, HPWS intensity and HCU were positively associated with firm performance. Further, the HPWS intensity – firm performance and HCU – firm performance links were moderated by FBC. Specifically, increased levels of HPWS intensity were associated with greater firm performance when FBC was high, and firms with low levels of HCU tended to have particularly decreased levels of firm performance when FBC was low.Research limitations/implicationsConsistent with the resource-based view, firms' unique resources and competitive advantage may be tied to the extent to which they have an established FBC. High levels of FBC, which are characterized by shared values, loyalty, proud involvement and care toward the organization, can play a significant role in enhancing organizational performance. Family business leaders should prioritize cultivating an enhanced FBC alongside investments in HPWS and unique human capital.Originality/valueThis study contributes to understanding the theoretical underpinnings of FBC and its relationship with firm performance by examining FBC’s interaction with HPWS intensity and HCU. We highlight FBC as a valuable intangible resource that can enhance or diminish the effectiveness of other strategic resources in family firms, further extending the application of resource-based view theory in family business research.

A nexus among high performance work systems, employee engagement, perspective-taking, trust in leader and organisational innovation: an insight from developing country

PurposeThe purpose of this research is to examine the relationship between high- performance work systems (HPWS) and organisational innovation in hospital settings, examining the role of employee engagement as a mediator in this relationship. Additionally, the study aims to investigate the moderating role of perspective-taking between HPWS and employee engagement as well as the moderating effect of trust in leader on the connection between employee engagement and organisational innovation.Design/methodology/approachA quantitative-deductive causal method, along with a cross-sectional approach, was utilized. Structural equation modelling was applied to analyse data from a sample of 530 doctors employed in hospitals, practicing human resources management in the public and private sectors of Sindh province, Pakistan.FindingsThe findings show positive effects of HPWS on employee engagement and organisational innovation. Additionally, employee’s engagement partially mediates the relationship between HPWS and organisational innovation, while the moderating role of perspective-taking significantly influences the link between HPWS and employee engagement.Originality/valueWhile HPWS are recognized for enhancing organisational innovation, this study confirms their positive effects on individual and organisational outcomes, particularly within the healthcare sector in Pakistan. This study suggests that when HPWS are effectively perceived and implemented, these integrated practices can be beneficial for both employees and organizations, even in challenging situations.

Integrating Leadership Styles with High-Performance Work Systems: Pathways to Organizational Excellence

The research article explores the nuanced relationship between leadership styles and the effectiveness of High-Performance Work Systems (HPWS) within organizations. HPWS are strategic approaches that integrate various human resource practices—such as selective hiring, comprehensive training, employee involvement, and incentive compensation—to enhance organizational performance. Leadership plays a pivotal role in the successful implementation of HPWS, influencing organizational culture, employee engagement, and the overall effectiveness of these systems. This study delves into how different leadership styles, including transformational, transactional, and servant leadership, influences the deployment and sustainability of HPWS. Through theoretical analysis and examination of empirical studies, the research identifies key challenges in aligning leadership with HPWS, such as resistance to change and cultural misalignments, and proposes strategies to overcome these obstacles. Additionally, real-world case studies illustrate the practical implications of leadership on HPWS outcomes, providing insights into how organizations can harness leadership to enhance the success of HPWS. The findings highlight the importance of strategic leadership development and the need for leaders to embody the values and behaviors that HPWS promote. This study contributes to the understanding of the critical interplay between leadership and HPWS, offering valuable perspectives for researchers, practitioners, and organizational leaders aiming to leverage HPWS for improved performance and competitive advantage.

Unveiling The Double-Edged Effects of High-Performance Work Systems (HPWS) On Employee Performance: A Case Study of a Selected Company in Durban Republic of South Africa

It has been documented that HPWS has both positive and negative effects on employee performance. However, limited studies are affirming this view therefore the review provides a comprehensive understanding of the strengths and weaknesses of HPWS in organisations.To aim of the study is to provide a comprehensive understanding of the strengths and weaknesses in the applications of HPWS in organisations. Under the research goals, a qualitative research methodology was utilised, specifically using in-depth interviews to collect data. The target population consisted of 6 employees of the organisation studied. These individuals were purposefully selected as they possess the necessary information to assess the perceived effects of HPWS on employee performance in organisations. For data analysis, the qualitative thematic data analysis approach was employed. The usage of thematic analysis in this study is founded on its ability to offer comprehensive and compelling insights into the concept of HPWS.Based on the six-step approach of qualitative thematic analysis, the findings suggest that the combination of employee motivation and strategic human resources management practices with HPWS can enhance employee performance. Nevertheless, it has been noted that improper implementation of HPWS can result in heightened job demands and burnout among employees. Therefore, incorporating an evidence-based approach in implementing HPWS is recommended. The study has a limitation as it solely utilizes a qualitative approach, leading to constraints in terms of statistical measurement. Consequently, it is recommended for future studies to employ quantitative or mixed methods research to obtain a more comprehensive understanding of the relationship between HPWS and employee performance.This study recommends that human resource management professionals use this research as a catalyst for implementing HPWS in their organisations. It can offer valuable guidance on effectively utilising HPWS as a concept and practical approach in managing human resources within organisations.The study highlights and postulate the importance of motivation and an evidence-based approach to HPWS. The evidence-based approach can be acknowledged as a contemporary approach to human resource management in organisations.

From high-performance work systems to retention: the engagement, proactivity, and performance bridge

This quantitative study explores the effects of high-performance work systems on employee retention through individual factors such as job engagement, employee proactive behavior, and employee performance. The study utilizes a sample of 279 employees employed in the healthcare sector in Saudi Arabia. For hypotheses testing, structural equational modeling was used through SmartPLS4. The findings highlight the influence of HPWS on increased employee proactive behavior, employee performance, and job engagement, resulting in increased employee retention. Additionally, a serial indirect effect of employee proactive behavior, job engagement, and employee performance was found to positively influence the relationship between high-performance work systems and employee retention. High-performance work systems can promote job engagement in Saudi organizations by offering challenging work, autonomy, skill development, and performance feedback. Engaged workers stay longer. Job engagement promotes a positive work environment and community, which increases employee retention. Employee proactive behavior also makes employees feel valued and invested in their work, which can increase retention. The study enhances current knowledge on the role of high-performance work systems in the Saudi healthcare sector considering Vision 2030 by examining the potential mediators between high-performance work systems and employee retention.

Developing Innovative Work Behavior in Retail E-Commerce Workers: Investigating the Effects of High-Performance Work Systems and Other Mediating Variables

Developing Innovative Work Behavior in Retail E-Commerce Workers: Investigating the Effects of High-Performance Work Systems and Other Mediating Variables

High-performance work systems and firm innovation: the moderating role of digital technology and employee participation. Evidence from Europe

PurposeIn the literature, evidence is to be found of the positive effect of high-performance work systems (HPWSs) on innovation in firms. However, innovation is enabled by not only human resources but also digital technology, and scholars have called for further investigation into the interplay between digital technology and HRM systems. Drawing on signalling theory and HPWSs research, the purpose of this study is to explore the moderating role of digital technologies in the relationship between HPWSs and innovation in the firm and consider employee participation as an additional conditioning factor.Design/methodology/approachThis study uses data from the European Company Suvery 2019 administered in a sample of more than 20,000 European establishments and applies logistic regression with a three-way interaction.FindingsHPWSs underpin product and process innovation. Moreover, this study shows that in firms with low levels of employee participation, digital technology enhances the effect of HPWSs on innovation, while in firms with high levels of employee participation, this effect is reduced.Originality/valueThis study enriches the scholarly discussion about the link between HPWSs and innovation in the firm, by investigating in theoretical and empirical terms the moderating effect of digital technology, underlining that either positive or negative synergistic effects are possible. By adding employee participation to the analysis, the authors cast light on an important boundary condition for understanding when the synergic effects become more prominent. This intends to respond to recent calls from scholars and practitioners for more insight into the precise nature of the synergies between HPWSs and digital technology on innovation in the firm, with important implications for management.

The Effect Of High Performance Work Systems On Organizational Citizenship Behavior, With Psychological Well-Being, Organizational Commitment And Job Satisfaction As Intervening Variables

The State Civil Apparatus (ASN) is required to have high performance. High Performance Work Systems (HPWS) can improve organizational and employee performance. This study aims to examine the effect of HPWS on Organizational Citizenship Behavior (OCB); find out how far Psychological Wellbeing (PWB) affects Job Satisfaction; and exploring PWB, Organizational Commitment and Job Satisfaction as a mediator for the HPWS-OCB relationship with ASN in 42 Regional Apparatus Organizations (OPD) DKI Jakarta Provincial Government. Determination of the sample by purposive sampling, with the criteria of an active civil servant who has worked for at least 1 year. Data collection used a survey, by distributing 33 questionnaires in the google-form via Whatsapp, to 185 respondents in June 2023. Data was analyzed using the Structural Equation Model Partial Least Square (SEM-PLS). The result is that HPWS has a significant positive effect on PWB and organizational commitment. The direct relationship between HPWS-OCB was positive but not significant, PWB was able to fully mediate positive HPWS-OCB. PWB has a significant positive effect on organizational commitment and will increase OCB. HPWS through PWB mediation and organizational commitment has a significant effect on job satisfaction, without HPWS mediation it has no significant effect on job satisfaction. Organizational commitment does not mediate the HPWS-OCB relationship and job satisfaction does not significantly affect OCB. The better government organizations implement HPWS in ASN management, the ASN's OCB will increase and ultimately lead to an increase in excellent service quality and organizational performance.

Employees' HR attributions count: the effects of high-performance work systems on employees' thriving at work and emotional exhaustion

PurposeAlthough prior research has documented substantive knowledge of the benefits of high-performance work systems (HPWS), results regarding both sides of HPWS are inconsistent. To reconcile these inconsistencies, the authors identified two specific HR attributions—employee well-being HR attribution and performance HR attribution, and examined their roles in the relationship between team-level HPWS and employees' thriving at work and emotional exhaustion.Design/methodology/approachThe authors collected multi-source data from 36 team leaders and 181 individuals. Given the nested nature of the data, the authors used Mplus 7.4 to conduct multilevel structural equation modeling for hypothesis testing.FindingsThe results showed that team-level HPWS and employee well-being HR attribution interact to affect psychological availability, which subsequently promotes thriving at work. However, team-level HPWS and employee performance HR attribution do not interact to influence role overload/psychological availability; team-level HPWS and employee well-being HR attribution do not interact to affect role overload.Originality/valueCurrent literature has overlooked identifying key contingencies for both sides of HPWS effects on employee outcomes. Therefore, this study developed a mediated moderation model and incorporated HR attributions to explore two distinct pathways by which HPWS affects employees' thriving at work and emotional exhaustion. The present study helps to reconcile the inconsistent findings regarding the HPWS double-edged sword nature. In addition, the authors focused on HPWS at the team level, which is also underexplored in the existing HPWS research.

The dark side of high-performance work systems and self-sacrificial leadership: an empirical examination

PurposeThe study aims to offer a nuanced, fine-grained understanding of how the relationship between high-performance work systems (HPWSs) and negative employee outcomes can be attenuated under self-sacrificial leadership (SSL).Design/methodology/approachHierarchical linear modeling (HLM) was used to test the proposed multilevel model on a sample of 37 first-line managers (FLMs) and 209 employees working in a large Chinese company.FindingsThe results showed that HPWS is positively related to emotional exhaustion and turnover intention. Most conspicuously, the authors found that such adverse effects of HPWS are mitigated with a high level of SSL.Practical implicationsThe dark side of HPWS can be alleviated if practitioners complement their practices with sufficient support for employees. Particularly, FLMs who exhibit subordinate-serving attitudes consider followers' well-being and provide them with resources can lessen the high pressure of HPWS in pursuit of performance enhancement.Originality/valuePrior studies on the relationships between HPWS and employee outcomes have produced somewhat mixed results. This study extended the current discourse by explicating instead why HPWS could potentially impair employee outcomes and how the negative effects of HPWS can be mitigated under positive leader behaviors.

Cross-Level effects of High-Performance Work Systems on the Innovative Work Behaviours of Employees: The Role of Future Time Perspectives

This study assesses the mediating role of future time perspective in the relationship between high-performance work systems and innovative work behaviours of employees in Tanzania’s banking sector. Drawing from AMO theory, social exchange theory, and socio-emotional selectivity theory, we hypothesise that, first, the utilisation of high-performance work systems in an organisation is positively associated with future time perspective; second, the utilisation of high-performance work systems in an organisation is positively associated with the innovative work behaviours of employees in the organisation, and third, future time perspective mediates the relationship between high-performance work systems and innovative work behaviours of employees in a workplace. The findings of this cross-level study constitute 152 respondents from the company level (business unit level) and 220 respondents from the employee level. The results provide empirical evidence that high-performance work systems have a significant and positive effect on future time perspective, high-performance work systems have a positive and significant effect on innovative work behaviour and, importantly, future time perspective has a partial mediation in the relationship between high-performance work system and innovative work behaviour. The practical implications of the study are that managers need to effectively implement HPWS practices to encourage employees to be innovative as mediated by their perception of future prospects. Through this adoption and utilisation of HPWS, organisations can enhance innovative work behaviours amongst employees and therefore organisational performance.

High-Performance Work System and Innovation Capabilities: The Mediating Role of Intellectual Capital

This study examined the effect of high-performance work systems on developing incremental and radical innovation capabilities. Drawing on resource-based and knowledge-based theories, the mediating effects of human capital, social capital, and organizational capital were tested. Data were collected from 233 middle-to-senior level managers working in the banking sector of Pakistan, and hypotheses were tested through partial least squares structural equation modeling using Smart PLS 4.0. The findings showed that all components of intellectual capital mediated the relationship to develop both types of innovation capabilities. In terms of the strength of the relationship, social capital was found to be a more effective mediator, and next to this were human capital and organizational capital, respectively. Our findings contribute to the existing literature by explaining the relationship between HPWS and innovation capabilities, which is also referred to as the black box through the mediation of intellectual capital. Decision makers should recognize the importance of this relationship because it develops innovation capabilities that enhance organizational performance by giving them a competitive advantage.

Demystifying the Effect of High-Performance Work Systems on Job Involvement Based on Dual-Path Mediation Model

This study investigates the links between high-performance work systems (HPWS) and job involvement (JI) via organizational justice (OJ) and employee well-being (EW) as mediators. The proposed social exchange theory-based research framework is used to demystify the role of HPWS on job involvement. The proposed framework is validated with ten five-star hotels in India through structural equation modelling. The model reliability and robustness of constructs are tested with confirmatory factor analysis. The findings indicate that organizations must pay close attention to the perceptions of organizational justice and employee wellbeing to foster greater job involvement in their workforce. The positive relationship between HPWS and job involvement was found to be partially mediated by organizational justice and employee wellbeing. Further, HPWS showed a positive relationship with job involvement that was both direct and significant. The present research contributes to the existing body of literature by examining organizational justice and employee wellbeing as mediating variables between HPWS and job involvement in the Indian hotel industry.

Fostering Employee Ambidexterity: The Role of High-Performance Work System and Ambidextrous Leadership

Objective: This study aims to empirically investigate the moderating effect of ambidextrous leadership in the relationship between high-performance work systems (HPWS) and employee ambidexterity. Design/Methods/Approach: By integrating social exchange theory and the abilities, motivation, and opportunity (AMO model of human resource management), using a sample of 387 non-supervisory sales representative employees of Ethio-Telecom in Addis Ababa, Ethiopia. The proposed hypotheses were examined using structural equation modeling, SPSS plus AMOS software. Findings: The study reveals that HPWS has a positive and significant effect on employee ambidexterity. In addition, ambidextrous leadership moderates the relationship between a high-performance work system and employee ambidexterity. Furthermore, at the high level of ambidextrous leadership, the effect of a high-performance work system on employee ambidexterity is stronger. Originality: This study adds ambidextrous leadership as a moderator in the relationship between HPWS and employee ambidexterity, creating a new theoretical framework. Similarly, in stressing an evident gap in the relationship between HPWS and employee ambidexterity, this paper attempts to explain further how ambidextrous leadership moderates the effect of HPWS on employee ambidexterity. Practical/Policy implication: The study result reveals that the supervisors' high ambidextrous leadership behaviors and well-crafted HPWS enhance the sales representative's desire to engage in exploitative and exploration activities. In light of this, it makes sense that ambidextrous leadership is necessary to greatly affect HPWS and employee ambidexterity, enabling the organization to guide its leadership selection and development.

Analysing the effect of AMO framework on the employee's voice behaviour

PurposeThe paper is built upon the conceptual framework of ability, motivation and opportunity (AMO) to identify the effect of the high performance work system (HPWS) on the voice behaviour of the organisation.Design/methodology/approachThe human resource department of the steel plants was approached to facilitate the data collection. A standardised questionnaire was used to collect responses from 169 full-time employees working at different levels and departments in the steel plant in India. Partial least squares structural equation modeling (PLS-SEM) was used to validate and examine the model identifying the relationship of AMO enhancing practices with the voice behaviour in the organisation.FindingsAMO was found to affect voice behaviour in the organisation. The positive and significant effect of ability enhancement practices was examined on the acquiescent voice and the opportunity enhancing practices on the acquiescent and defensive voice in the organisation.Practical implicationsEven though the organisation has tried to improve the employee's ability through proper training and development efforts, the organisation still fails to develop confidence in the employee for giving the suggestion or opinions without hesitation. The research papers try to provide valuable suggestions to the human resource management (HRM) and other managers for improving the voice behaviour of the employees based on the current study that identifies the effect of AMO practices on the voice behaviour of the employees.Originality/valueFactors affecting voice behaviour are not yet extensively studied in the Indian context. The researcher examined the effect of HPWS, considering the AMO framework on the organisation's acquiescent voice, defensive voice, and prosocial voice behaviour.

Unraveling the Relationship Between High Performance Work Systems and Team Performance

This study develops a moderated mediation model examining the relationship between high-performance work systems (HPWS) and team performance. Adopting a dialectical view on the effects of HPWS, it posits for a dual -positive and negative- path between HPWS and team performance that is jointly mediated by team coordination and team relationship conflict. Further, it theorizes that a supportive and a competitive team climate can significantly shape these relationships. The proposed research model was tested using multisource data from a sample of 403 team members and 96 team managers from a total of 56 different firms. Results revealed that HPWS are positively associated with both team coordination and team relationship conflict and that both these relationships are moderated by supportive and competitive team climate. This paper contributes to the strategic human resource management (SHRM) literature by revealing that HPWS can be associated with team performance both through a positive and through a negative intermediary mechanism and that team climate constitutes an important boundary condition that can both amplify and inhibit the effect of HPWS on team performance.

The Relationships Between High-Performance Work Systems, Collective Well-being, and Innovation

Are human resource management practices truly effective for improving firm-level innovation? and how are they related to employees’ well-being? The current study explores the relationship between high-performance work systems (HPWS), collective well-being, and innovation. By using a national population survey of 368 Korean firms, I found a significant indirect effect of HPWS on firm-level innovation through collective well-being. As a result, HPWS is an essential mechanism to improve firm-level innovation by fostering work environments where employees are valued and cared; therefore, they tend to put extra effort into firm-level innovation. Furthermore, I found significant moderating roles of organizational cultures that clan rather than market cultures increased the positive effects of HPWS on collective well-being and firm-level innovation. This empirical result suggests the importance of strategic fit between firm-level strategy and cultures to construct social and economic relationships between firms and employees.

Does high-performance work system bring job satisfaction? Exploring the non-linear effect of high-performance work system using the ‘too much of a good thing’ theory

AbstractWe examine the relationship between high-performance work system (HPWS) and job satisfaction, drawing on the ‘too much of a good thing’ theory, to establish whether a non-linear relationship can explain conflicts in previous findings. Moreover, we extend the study by exploring the mediating role of work overload and the moderating role of person–organization fit (P–O fit). Based on a cross-sectional data set of 220 employees and a longitudinal data set of 373 employees from organizations in China, the empirical findings show an invertedU-shaped relationship between HPWS and job satisfaction. Results also indicate that the relationship between HPWS and job satisfaction is fully mediated by work overload, and that P–O fit negatively moderates HPWS-work overload and HPWS-job satisfaction relationships. These results shed new light on how HPWS impacts employee outcomes and practical implications for managers are discussed.

How do high-performance work systems affect work fatigue: The mediating effect of job responsibility and role overload.

Work fatigue refers to physical, mental, and emotional exhaustion, resulting in the inability to work. Hitherto research indicate a close relationship between high-performance work systems and work fatigue, and there may be a double-edged sword effect of high-performance work systems on work fatigue. However, a comprehensive theoretical framework has not been developed to understand the relationship between them. Based on the challenge-hindrance stress model, this study employs role overload and job responsibility as mediating variables in a conceptual framework to understand the impact of high-performance work systems on work fatigue. Using the partial least square structural equation model and a sample of 360 employees in China, the mediating effects of role overload and job responsibility were confirmed. Further, the internal mechanisms of how high-performance work systems affect work fatigue are discussed, its adverse effects are confirmed, and its practical implications are proposed.

The effect of high-performance work systems on risk-taking and organizational citizenship behaviors: the mediating role of perceived safety climate

PurposeBuilding on the social exchange theory and the norm of reciprocity, this study examines the effect of high-performance work systems (HPWS) during the COVID-19 pandemic on employee's risk-taking behavior and organizational citizenship behavior (OCB). Among the aforementioned links, perceived safety climate was theorized as a mediating mechanism.Design/methodology/approachMultisource and time-lagged data were gathered from a sample of employees and their supervisors working in Palestinian nonprofit organizations.FindingsHPWS were shown to boost risk-taking behavior during COVID-19 pandemic. The direct effect between HPWS and OCB was not significant. Furthermore, safety climate mediated the effect of HPWS on both risk-taking behavior and OCB.Practical implicationsThe study's findings can be used by managers with regard to the utility of HPWS during times of crises and their impact on important behavioral outcomes.Originality/valueHRM scholars have started to look at how HR practices can be useful in helping to overcome a pandemic. However, limited empirical knowledge is available on the effects of HPWS on employees' work outcomes during crises. The study is aimed at addressing the aforementioned gap.