High-involvement Work Practices Research Articles

Managing Employee Retention Concerns: Evidence from U.S. Census Data

ABSTRACT Using Census microdata on 28,000 manufacturing plants, we examine how firms manage employee retention concerns. In response to reductions in the local unemployment rate, plants take additional steps beyond increasing compensation. First, plants adjust bonus architecture to ensure bonuses can be paid. Second, plants offer more agency to employees by deploying high-involvement work practices that generate longer-term commitment. Third, plants pull these retention levers less when they have high availability and use of data as this reduces the adverse effects of employee turnover on organizational knowledge. These results are robust to using the fracking revolution as a shock increasing firms’ retention concerns. Additionally, we observe that although compensation increases tend to spill over to other plants within the same firm—aligning with theories of inequity aversion—adjustments to bonus architecture and the provision of employee agency do not, suggesting these may be more cost-effective strategies for multiplant firms. JEL Classifications: J63; M51; M54.

The paradoxical effects of high involvement work practices on employees and service outcomes: a trichromatic perspective.

This research delves into the complex impact of High Involvement Work Practices (HIWPs) on various facets of employee well-being and service outcomes within the framework of the trichromatic service conception. Utilizing the Job Demands-Resources (JD-R) model, the study uncovers the dual, both beneficial and detrimental, effects of HIWPs on service performance, work-family conflict, subjective well-being, and work-family enrichment. Examining the conflicting paths of job demands (workload) and job resources (customer orientation), the analysis incorporates the moderating influence of a strategic contextual factor-supervisor support. Data was collected through self-administered questionnaires from 475 respondents in Pakistani banks, and the analysis employed moderated mediation analysis using SPSS, AMOS, and the PROCESS Macro. All proposed hypotheses received support. The results indicate that HIWPs enhance service performance by promoting customer orientation but concurrently escalate workload, leading to adverse consequences for subjective well-being and work-family conflict. The study underscores the importance of implementing HIWPs under supportive leadership to maximize positive outcomes and mitigate negative consequences. Ultimately, this approach enables employees to effectively serve customers, maintain a healthy work-family balance, and contribute to the long-term growth and sustainability of organizations.

고성과 작업시스템과 혁신: 저성과자 관리관행의 조절효과

Today, many organizations are pursuing innovation in order to survive in
 a rapidly changing environment. As a result, based on resource-based theory,
 organizations are introducing various human resource management practices
 for the growth of workers toward innovation. However, the resulting effect
 has not been the same for each company. This is because not enough consideration
 has been given to the relationship between the newly established human
 resource management practices and the existing practices of the company.
 The synergy effect of human resource management practices may be weakened
 or strengthened depending on how the sum of individual practices is bundled.
 From this point of view, this study conducted an exploration of the synergy
 between high-involvement work practices in high-performance work systems
 and low-performance management practices to create innovation based on
 the AMO framework. Specifically, the Korea Labor Institute's Workplace
 Panel Survey analyzed the moderating effect of low-performance management
 practices on the impact of high-involvement work practices for innovation.
 According to the analysis results, high-involvement work practices had a positive
 effect on innovation. In addition, the relationship between high-involvement
 work practices and innovation was moderated positively by pull-type practices
 among low-performance management practices. On the other hand, among
 the low-performance management practices, push-type practices did not have
 a significant moderating effect on the relationship between high-involvement
 work practices and innovation. Based on the results, we discussed the need
 for low-performance management and the direction for organizations pursuing
 innovation in high-performance work systems.

Effect of empowerment: how and when do high-involvement work practices influence elder employees' innovative performance?

In today's fast-paced business environment, innovation from elder employees is increasingly vital to organizations. High-involvement work practices that emphasize engagement and empowerment have a significant impact on the innovation performance of these employees, harnessing their wealth of experience and fostering organizational growth. However, most of the current research on innovation performance focuses on the single factor of the individual or the organization, and most of them focus on the linear relationship; research on the factor of human resource practices, in particular high-involvement work practices, is inadequate. Based on social exchange theory, this paper uses structural equation modeling (SEM) to examine the impact of high-involvement work practices on elder workers' innovation performance using 278 valid samples from three time points, and the non-linear effects of exploratory and exploitative innovation on elder workers' innovation performance. (1) There is no significant relationship between high-involvement work practices and elder employees' innovation performance. (2) Exploratory innovation has a significant U-shaped relationship with innovation performance, i.e., as the level of exploratory innovation increases, the innovation performance of elder employees first decreases and then increases. There is a significant inverted U-shaped relationship between exploitative innovation and innovation performance, i.e., as the level of exploitative innovation increases, innovation performance first increases and then decreases. High-involvement work practices have a U-shaped effect on elder employees' innovation performance through exploitative innovation. (3) Transformational leadership moderates the direct effects of high-involvement on exploratory innovation and elder employees' innovation performance, and transformational leadership moderates the U-shaped effect of high-involvement work practices on elder employees' innovation performance through exploratory innovation. The conclusion is helpful for organizations to enhance elder employees' innovation performance by enriching high-involvement work practices.

How high-involvement work practices, public service motivation, and employees’ commitment influence employees' proactive work behavior: evidence from China

How high-involvement work practices, public service motivation, and employees’ commitment influence employees' proactive work behavior: evidence from China

Exploring the role of climate for conflict management and high involvement work practices as moderators in the workplace bullying and work-related depression link

PurposeThis paper aims to examine how organizational practices such as climate for conflict management (CCM) and high involvement work practices (HIWPs) reduce the negative consequences of workplace bullying (WPB) on work-related depression (WRD).Design/methodology/approachData were collected from 468 full-time employees working in the financial sector in Türkiye by applying a student-recruited sampling strategy. The aforesaid relationships were assessed using SPSS AMOS 29.FindingsThe results indicated that WPB leads to WRD; however, this effect is alleviated by employee perceptions of strong CCM and the administration of HIWPs in workplace settings.Research limitations/implicationsCollecting data from a single source poses the risks of self-report data bias; however, in the future, data may be collected from multiple sources to lessen this potential threat. The study was a cross-sectional study, which makes it hard to make casual inferences; longitudinal data would be more beneficial to establish casual associations.Practical implicationsBusiness owners and managers can draw from the study results to create a work environment perceived by employees to be fair when dealing with conflicts and the negative vices of bullying in workplaces. Also, organizations may administer practices that empower employees’ confidence and competence to deal with negative persecution in organizations.Originality/valueFew studies, if any, have focused on examining the moderating effect of CCM and HIWPs in the association between WPB and WRD. Drawing upon conservation of resources theory, the study stands out as it tests the moderating effect of CCM and HIWPs in the connection between WPB and WRD. The findings contribute to the few available studies tackling organizational factors relevant to alleviating the negative consequences of WPB in organizations.

High-involvement work practices, work engagement and their effects on bank employees' turnover intentions: the moderating role of functional competence

PurposeThis study aims to propose and examine a research model where work engagement mediates the impacts of high-involvement work practices (HIWPs) on bank employees' turnover intentions. Specifically, the paper assesses: (a) the effects of empowerment, information sharing, rewards and training on work engagement and turnover intention, (b) work engagement as a mediator of the effects of these HIWPs on turnover intention (c) and functional competence as a moderator of the effects of these HIWPs on work engagement.Design/methodology/approachAn online survey was employed to gather data from 343 employees working in commercial banks in Bangladesh. The authors applied partial least squares structural equation modeling to assess the aforesaid linkages.FindingsEmpowerment and information sharing increase bank employees' work engagement, while training and rewards reduce their proclivity to leave. Work engagement partly mediates the relationships of empowerment and information sharing to turnover intention. Functional competence moderates the relationship between three HIWPs (empowerment, information sharing and rewards) on work engagement.Originality/valueThe paper examines the association between HIWPs and turnover intention, which has been subjected to little empirical inquiry among bank employees during a crisis (e.g. Covid-19 pandemic). The paper provides new insights into the underlying mechanism linking HIWPs and turnover intention and highlights the moderating effect of functional competence. Additionally, the study offers new knowledge on the impact of the pandemic on bank employees' HIWPs. Finally, this paper used data gathered from bank employees in Bangladesh, which is an underrepresented Asian country in the extant service research.

The Nexus Between High-Involvement Work Practices and Employees' Proactive Behavior in Public Service Organizations: A Time-Lagged Moderated-Mediation Model.

Public service organizations may improve the quality of services they offer citizens by instilling proactive behavior in their employees. This study aimed to provide insights on how high-involvement work practices may indirectly facilitate proactive behavior in frontline government employees via employee commitment. A time-lagged approach was used to collect data from 542 frontline employees in three waves at 3-week intervals. We tested the hypothesized moderated mediation model using a PROCESS macro bootstrap approach. A moderated-meditation model was applied in which public service motivation was theorized to increase the mediating effect of employee commitment on the relationship between high-involvement work practices and employee proactive behavior. As predicted, the findings show that supervisor' deviant behavior attenuated the mediating effect of employee commitment on the relationship between high-involvement work practices and employee proactive behavior. The findings of this research contribute to the emerging literature on public management and have implications for public sector organizations seeking to improve the quality of services they offer citizens.

Prevalence and Predictors of Disability Management Programs

Disability management programs are shown to speed the rate of employee returns to work, decrease recidivism, reduce the administrative costs of employee absences, and increase compliance with legislative requirements. However, formal programs are not universal - they are present in a minority of organizations. This article examines the relationship between a formal diversity management program and both organizational characteristics, and business conditions, to explain the operating contexts in which diversity management programs emerge. To answer the research questions, data from Statistica Canada’ s Workplace Employee Survey was analyzed. Findings include evidence of positive relationships for union density, operating excellence business strategy, and high involvement work practices. Negative relationships were identified for manufacturing firms, and external growth business strategy. This study provides grounding for further research on several topics, including Union-Management Collaboration, Industry Interconnectedness, and Legislation and Public Policy.

How high-involvement work practices, leadership and job crafting influence nurses’ innovative work behavior

PurposeThis study determines the effects of high-involvement work practices (HIWPs) and servant leadership (SL) on job crafting (JC). It also investigates the effect of JC on innovative work behavior (IWB). It further examines the mediating role of JC in the relationship between HIWPs and IWB, as well as between SL and IWB based on self-determination theory and conservation of resources theory.Design/methodology/approachData were collected in two waves with a one-week interval (Time 1 and Time 2) from 138 nurses from seven public hospitals in Baghdad through survey design. The data analysis was done through structural equation modeling using smart partial least squares.FindingsThis study reveals that HIWPs and SL have significant effects on JC, while JC has a significant relationship with IWB. It also shows that JC has a significant mediating role in the relationship between HIWPs and IWB. Finally, the relationship between SL and IWB is significantly mediated by JC.Originality/valueThis study contributes to the extant literature by revealing the direct effects of JC on IWB. It further unveils the mediating effect of JC on the nexus between HIWPs and IWB, as well as between SL and IWB. This mediating effect has been overlooked in the empirical literature.

The role of high-involvement work practices, supervisor support and employee resilience in supporting the emotional labour of front-line nurses

Emotional labour (EL) is garnering increasing attention due to the potential negative consequences on employees and organisations. This is especially prevalent with front-line healthcare workers, resulting in high occupational turnover intention. Our study examines the use of high-involvement work practices (HIWPs), supervisor support and resilience as support resources for front-line nurses’ emotional labour and work engagement to mitigate occupational turnover intention among nurses in Australia. Data was collected via a nationwide survey of 2,984 nurses and midwives. A significant positive relationship was identified between EL and occupational turnover intentions, mediated by work engagement. The provision of HIWPs resources, supervisor support and individual resilience play an important role in ‘buffering’ the negative impact of emotional labour on work engagement and the occupational turnover intention of nurses. The key message of our study demonstrates that multi-level resources, organisational (HIWPs), relational (supervisor support) and individual (employee resilience) are important for mitigating the effects of emotional labour on occupational turnover intentions.

High-involvement work practices, employee trust and engagement: the mediating role of perceived organisational politics

PurposeThe purpose of this paper is to examine perceptions of organisational politics (POP) as a mediator of the relationship between high-involvement work practices (HIWPs) and employee outcomes (trust in employer and employee engagement).Design/methodology/approachUsing a longitudinal time-lagged quantitative survey design, data were collected in two waves (n = 1,554, time 1, and n = 970, time 2). Direct and indirect (mediation) effects were tested through structural equation modelling (SEM) in AMOS.FindingsThe results of SEM suggest that HIWPs are positively associated with trust in the employer and employee engagement and negatively associated with POP. The data supported a partial mediation model in which POP mediated the relationship between HIWPs and both trust in the employer and employee engagement levels.Practical implicationsHIWPs reduce employees’ perceptions of the degree to which their work environment is politicised, enhance employee engagement and develop a more trusting relationship between employee and employer.Originality/valuePerceptions that workplace environments are characterised by political behaviours are ubiquitous and a large body of research has highlighted their detrimental effects on both employees and employers. This is the first study that has examined the potential of HIWPs in reducing such perceptions, which in turn, can foster employee engagement and enhance trust in the employer. Longitudinal studies of the effect HIWPs have on employee perceptions and attitudes are also still scarce.

Workplace ostracism and team members' creativity: The mediating role of self-reflection and moderating role of high-involvement work practices

AbstractDrawing on social cognitive theory, this paper examines whether self-reflection mediates the association between workplace ostracism and team members' creativity, and whether this mediating effect is moderated by high-involvement work practices (HIWPs). We construct and test a cross-level model using multilevel path analysis to analyse data collected from 81 teams (a total of 393 members) in China. The results show that workplace ostracism negatively influences team members' reflection but positively influences rumination, which in turn affects individual creativity. Furthermore, HIWPs negatively moderate the effects of workplace ostracism on self-reflection, and moderate the linkages among workplace ostracism, reflection/rumination and team members' creativity. Finally, theoretical and practical implications of these findings are discussed.

Elucidating the effects of organisational practices on innovative work behavior in UAE public sector organisations: The mediating role of employees' wellbeing.

In the context of the transitioning economy of the United Arab Emirates, which demands inculcating innovative behavior in public employees, this study investigates the relationship between high-involvement work practices and leaders' collaborative nature with employees' innovative behavior. Drawing on the social exchange and ability-motivation-opportunity theories, this research expounds the mediating effect of employees' wellbeing to examine the mechanisms through which high-involvement work practices and public leaders' collaborative nature affect employees' innovative behavior in public organisations. Using three-wave data from 207 individuals in public service organisations, this study tests the effects of employees' perceptions of high-involvement work practices and leaders' collaborative nature on their wellbeing and innovative work behaviors. Our findings have theoretical and practical implications for research on innovative work behavior in the milieu of public organisations.

Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees' Innovative Work Behavior.

PurposeBased on the componential theory of creativity, this study examined the link between high-involvement work practices and employees’ innovative behavior by further investigating the moderating and mediating role of leadership humility and employees’ personal initiative.MethodologyTo test the hypothesized model, the data were gathered from 255-line staff and 119 supervisors working in the textile industry in Pakistan via the time lag technique. The proposed hypotheses were analyzed through partial least squares structural equation modeling using Smart-PLS software.FindingsThe results indicated that high-involvement work practices were significantly related to employees’ innovative work behaviors. Additionally, the moderation findings revealed that a higher level of leadership humility strengthens the relationship between high-involvement work practices and employees’ personal initiative. Furthermore, employees’ personal initiative mediates the relationship between high-involvement work practices and their innovative work behavior. The findings of the moderated mediation model indicated that a higher level of leadership humility leads to higher innovative behavior of employees in the presence of high-involvement work practices via employees’ personal initiative.Practical ImplicationsThis study’s findings are helpful for the management of organizations to understand the factors that enhance innovative work behaviors in high-involvement work practices. Moreover, managers should establish humble behaviors in their leadership style to influence employees’ personal initiative, which indirectly influences their innovative work behavior.Originality/ValueThe present study highlights the importance of leadership humility and employees’ personal initiative in the relationship between high-involvement work practices and innovative work behaviors of employees in the textile industry of Pakistan.

Putting workplace bullying in context: The role of high-involvement work practices in the relationship between job demands, job resources, and bullying exposure.

Previous research has demonstrated the crucial association between employee stressors and workplace bullying. In this article, we argue that a nurturing organizational context will protect employees from exposure to workplace bullying and will interact with individual demands and resources known to have effect on exposure to bullying in the workplace. In specific, we look at high-involvement work practices (HIWPs)-which include participation, information-sharing, competence development, and rewards. Multilevel analyses on the data from 28,923 Belgian employees from 144 organizations show that organization-level HIWPs are negatively associated with bullying exposure. Moreover, HIWPs interact with individually experienced job demands and resources, by decreasing the association between employee work pressure and bullying and by somewhat compensating for the lack of experienced social support from colleagues at work. HIWPs did not moderate the relationship between employee job insecurity and bullying and social support from the supervisor and bullying. These findings highlight the important role HIWPs can play in protecting employees from workplace bullying, while also suggesting the difficulty of compensating for certain individual risk factors. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

How and when high-involvement work practices influence employee innovative behavior

PurposeBased on social information processing (SIP) theory, this study explores the cross-level effect of high-involvement work practices (HIWPs) on employee innovative behavior by studying the mediating role of self-reflection/rumination and the moderating role of transactive memory system (TMS).Design/methodology/approachThis study collects data from 452 employees and their direct supervisors in 94 work units, and tests a cross-level moderated mediation model using multilevel path analysis.FindingsThe results suggest that HIWPs significantly contribute to employee innovative behavior. Both self-reflection and self-rumination mediate the above relationship. TMS not only positively moderates the relationship between HIWPs and self-reflection, but also reinforces the linkage of HIWPs. →self-reflection→employee innovative behavior. Furthermore, TMS negatively moderates the relationship between HIWPs and self-rumination, and attenuates the mediating effect of self-rumination.Practical implicationsThe study suggests that enterprises should invest more in promoting HIWPs and TMS in the workplace. Furthermore, managers should provide employees training programs to enhance their self-reflection, as well as lower self-rumination, in order to facilitate employee innovative behavior.Originality/valueThis research identifies self-reflection and self-rumination as key mediators that link HIWPs to employee innovative behavior and reveals the moderating role of TMS in the process.

The Role of Mediation on Work Practices and Employee Involvement

Organizations face many challenges regarding employee engagement and employee job satisfaction. To increase the level of employee job satisfaction, HIWP must be implemented in order to have an impact on employee performance satisfaction. The purpose of this study was to examine the relationship between high-involvement work practices (HIWP) and job satisfaction with the mediating effect of employee engagement; HIWPs consist of four main attributes: (a) power (b) information (c) reward (d) knowledge. This study investigates the relationship between the three variables. Here, convenience sampling was used and data were collected through questionnaires from 185 organizational respondents in the banking sector. Regression analysis was used to test the hypothesis and Andrew F. Hayes model 4 was used to examine the mediating effect. The results showed that there was a significant relationship between the mediating variables and the effect of employee engagement. This study expands on HIWP employment and job satisfaction. The practical implication of this research is to measure the level of job satisfaction of employees by using HIWP can be implemented for managers and employees.

Supplemental Material for Putting Workplace Bullying in Context: The Role of High-Involvement Work Practices in the Relationship Between Job Demands, Job Resources, and Bullying Exposure

Supplemental Material for Putting Workplace Bullying in Context: The Role of High-Involvement Work Practices in the Relationship Between Job Demands, Job Resources, and Bullying Exposure

THE ROLE OF MEDIATION ON WORK PRACTICES AND EMPLOYEE INVOLVEMENT

HIWP must be implemented in order to have an impact on employee performance satisfaction. The purpose of this study was to examine the relationship between high-involvement work practices (HIWP) and job satisfaction with the mediating effect of employee engagement; HIWPs consist of four main attributes: (a) power (b) information (c) reward (d) knowledge, convenience sampling was used and data were collected through questionnaires from 185 organizational respondents in the banking sector. Regression analysis was used to test the hypothesis and Andrew F. Hayes model 4 was used to examine the mediating effect. The results showed that there was a significant relationship between the mediating variables and the effect of employee engagement. This study expands on HIWP employment and job satisfaction. The practical implication of this research is to measure the level of job satisfaction of employees by using HIWP can be implemented for managers and employees.