High Involvement Work Systems Research Articles

Effect of Information Sharing on Organizational Commitment in Insurance Companies in Uasin Gishu County, Kenya

Purpose: To assess the effect of information sharing on organizational commitment in insurance companies in Uasin Gishu County, Kenya Materials and Methods: Quantitative techniques were used for both data collection and analysis. The target population was 754 respondents who were drawn from the insurance companies in Uasin Gishu County. the sample size was 260 determined using Krejcie and Morgan table 1970. After the sample size of 260 respondents. Simple random sampling was used to select the respondents to participate in the research study, but after it had been determined how many from each of the insurance companies participated. Under Inferential Statistics, Multiple Regressions was used to determine the effect of a set of independent variable (high involvement work systems) on dependent variable (organizational commitment), Co-efficient of Correlation using the Statistical Package for Social Sciences (SPSS) version 25.0 package Findings: Regression between information sharing and organizational commitment were was positive and significant ((b=0.322,p=0.000). Based on the t-test results the null hypothesis was rejected. Thus, there is a significant effect of information sharing on Organizational Commitment in insurance companies in Uasin Gishu County, Kenya. Implications to Theory, Practice and Policy: Information sharing ensure that employees receive for their job responsibilities and relevant extra role duties for purposes of their commitment to the organization. In this regard the insurance companies should ensure their information sharing criteria meets the threshold of information quality dimensions, such as timeliness and correctness accuracy, completeness, consistency, timeliness, validity, and uniqueness so as to engender positive employee behaviors as organizational commitment.

High involvement work system and organizational and employee resilience: Impact of digitalisation in crisis situations

This study investigates the mediating role of employee perceptions about their power, information, rewards, and knowledge (PIRK) in the impact of high involvement work systems (HIWS) on organizational resilience and employee outcomes, and the moderating role of transformational leadership in this process. We find support for most of our hypotheses using data collected from 379 employees in a technologically-mediated work context. Specifically, HIWS's focus on teamwork and training enhances employee perceptions of power, information, rewards, and knowledge sharing, which in turn leads to higher organizational resilience and employee outcomes comprising job performance and satisfaction, and positive mental health and retention. The study also confirms the mediating role of employee perceptions of PIRK and the moderating effect of transformational leadership. This study contributes to the growing HIWS literature by extending its conceptual definition and linking it to organizational resilience and employee outcomes through employee perceptions of PIRK. We also discuss that involving employees in decision-making during the digitalization process may help improve organizational and employee resilience in crisis situations.

Human resource practices, organizational commitment, and knowledge‐sharing intention: An empirical evidence from a cultural perspective

AbstractThe study investigated the impact of high‐involvement work systems (HIWS) on knowledge‐sharing intention (KSI) through the mediation of organizational commitment (OC) and the moderation of workplace allocentrism, particularly in the manufacturing units of small and medium enterprises operating in Pakistan. Data collection involved 328 workers, utilizing self‐administered structured questionnaires translated into Urdu to ensure understanding and inclusivity. SmartPLS software was used to analyze data using the structural equation modeling technique for the examination of complex relationships between multiple variables simultaneously. The findings suggest that the association between HIWS and KSI strengthens among the individuals high in workplace allocentrism and that cultural factors play a significant role in shaping how employees respond to HIWS and engage in knowledge‐sharing behaviors. The study highlights the importance of considering cultural factors in organizational practices and strategies, thus providing novel insights for entrepreneurs to enhance the performance, innovation, and competitiveness of their enterprises through a knowledge‐sharing culture. Overall, study offers valuable contributions to both academia and practice by shedding light on the intricate relationships between HIWS, KSI, OC, and workplace allocentrism.

Impact of high involvement work systems in shaping power, knowledge sharing, rewards and knowledge perception of employees

PurposeAmid challenges posed by the COVID-19 pandemic, fostering employee creativity has become paramount for organizations. However, there is a scarcity of research on digitalization of the workplace and its implications for implementing high involvement work systems (HIWSs) in organizations, particularly in relation to their impact on employee outcomes, such as creativity and job satisfaction. Additionally, limited attention has been given to the role of job level and organizational type in driving change during times of adversity. This study aims to examine the factors within the HIWSs model using the PIRK model – power (P), information sharing (I), rewards (R) and knowledge (K) to explore how HIWSs shape the extent of power individuals have over their employment, the sharing of information, the types of rewards that engage and motivate employees and the knowledge required to fulfil employees’ responsibilities effectively, both individually and collectively.Design/methodology/approachUsing a qualitative research methodology, this study uses thematic analysis for data collection, analysis and interpretation. Semi-structured interviews (n = 48) served as the primary data collection method. Using the theoretical lenses of high-involvement practices and employee perceptions of PIRK, the effect on employee creativity and job satisfaction is analysed.FindingsThe findings of this study reveal that employee creativity is significantly influenced by how employees perceive power, information, rewards and knowledge. Moreover, the study highlights the role of transformational and transactional leadership in shaping employee perceptions of power, information and knowledge within HIWSs. A high perception of PIRK is found to positively impact employee job satisfaction.Research limitations/implicationsThis study offers valuable insights for human resource management (HRM) professionals seeking to make informed decisions regarding best practices and initiatives for enhancing employee outcomes in the post-COVID era. By recognizing the pivotal role of HIWSs and their influence on employee perceptions, organizations can strategically implement HIWSs to foster creativity and job satisfaction. Furthermore, this research contributes to the existing literature by examining the interplay between HIWSs and the PIRK model in the context of workplace digitalization, emphasizing the importance of adapting HRM practices to address the evolving needs of the modern workforce.Originality/valueThis study will help HRM professionals in making informed decisions on the best practices and initiatives to enhance employee outcomes in the post-COVID era. This paper adds to the existing literature on HIWS and PIRK in the context of workplace digitalization.

Reforming for trust and professionalism in municipal healthcare services: implications for human resource management

BackgroundMany countries face an increasing demand for home-based healthcare services, and consequently experience a mismatch between expectations and available financial and human resources. It is therefore important to utilize human resources more efficiently, while at the same time offer jobs that attract the professionals they need. This article reports a study of the development and piloting of a new organizational model for home-based healthcare services in a Norwegian municipality, which addresses the need to provide efficient services and enhance trust and professionalism within healthcare services by improving work autonomy and involvement of employees.MethodsThe research project this article draws its empirical material from was commissioned by the municipality piloting the new organizational model and executed in collaboration with the municipality based on an evaluative trailing research (ETR) design. The data consists of interviews with key personnel and knowledge exchange between researchers and the involved actors in the pilot project. 20 semi-structured interviews involving a total of 34 informants were conducted.The analysis emphasises how different employee groups and management perceived and experienced various aspects of the work situation, as they were introduced to working and managing within the new organizational model. The aim is to shed light on how these employees and managers feel about it, interpret it, and respond to it.ResultsOverall, the results indicate that the model holds potential for realizing the benefits it aims for. However, there were also challenges that need resolving for the model to fulfil this potential. Central elements include clarification of roles and responsibilities for employees and managers, competence specification and development, and development of structures for inter-professional cross-team collaboration and information provision.ConclusionsTrust reform initiatives may be a strategy for fostering high-involvement work systems. To achieve this, sufficient attention must be paid to ensuring structures for information exchange and knowledge development in the early phases of implementation, or preferably prior to implementation. The theoretical model applied in this study could potentially be a useful managerial tool in preparing for and implementing trust reforms in healthcare services.

Coming to work with an illness: the role of high-involvement work systems and individual competence on presenteeism

PurposeThis paper aims to examine the effect of high-involvement work systems (HIWSs) on completing work and avoiding distraction as two dimensions of presenteeism. It also investigates competence as a mediator of the effect of HIWS on presenteeism.Design/methodology/approachData were collected from 343 Bangladeshi bank employees using an online survey. The partial least squares-structural equation modelling (PLS-SEM) was employed to assess the abovementioned linkages.FindingsThe findings demonstrate HIWS directly avoid distraction but do not significantly impact the completing work dimension of presenteeism. The findings also indicate that competence mediates the effect of HIWS on completing work but not on avoiding distraction.Originality/valueDrawing on the job demands-resources (JD-R) model, this study empirically demonstrates the contrasting role of HIWS in completing work and avoiding distraction related to presenteeism. It also provides a novel perspective on the unexplored mediating mechanism of competence on the relationship between HIWS and presenteeism and offers new directions for HIWS and presenteeism research.

Managing disruptive technologies for innovative healthcare solutions: The role of high-involvement work systems and technologically-mediated relational coordination

In this research, we present a model of innovative healthcare solutions as an interactive outcome of high-involvement work systems and technologically-mediated relational coordination. Adopting the grounded theory approach and conducting in-depth interviews, we investigate these dimensions using data from four case studies in the context of technology adoption in the healthcare industry in emerging markets. First, we show how relational coordination via the adoption of disruptive technologies, like online analytics, digitalization, artificial intelligence and data-driven decision-making, promotes the quality of interactions in high-involvement work systems contexts vis-à-vis face-to-face social exchanges. Further, technologically-mediated relational coordination improves employee trust, improving individual performance and functional effectiveness outcomes. Finally, the quality of technologically-mediated relational coordination affects the speed and richness of shared data among employees. This phenomenon enables employees to take optimal decisions and learn to improve innovative solutions iteratively.

Study of Influential Mechanism of Workplace Loneliness and Knowledge Hiding

In the digital era, enterprises need a series of innovative practices to stand out in the fierce market competition. The role of unique intellectual resources is particularly important in maintaining competitive advantages compared to other replicable production resources. Knowledge is an intangible asset that requires a people carrier in order to be used and circulated in organizations, innovation is often born in this process. Managers have invested a lot of resources to facilitate knowledge sharing, but to protect their personal interests, employees may implement knowledge hiding to maintain their own assets and unique status, so that making knowledge management practices have little effect in organizations. Knowledge hiding behavior has gradually become a topic of academic concern in the field of knowledge management. In this era, the epidemic has further driven changes in employees' work environment and methods, reducing human contact and giving rise to workplace loneliness. In recent years, domestic scholars have also begun to pay attention to this negative emotional experience in the workplace and have conducted studies on negative work behaviors triggered by workplace loneliness. In this study, we focus on the mechanism of workplace loneliness on knowledge hiding behavior and construct a research model based on the resource conservation theory and the job demands - resources model. Specifically, workplace loneliness is used as the independent variable to influence knowledge hiding through the mediating effect of emotional exhaustion, and high involvement work system is introduced as the boundary condition to verify its moderating effect on the first and second stages of the model.

Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership

AbstractHigh involvement work systems (HIWS) have been found to be improve employee well‐being. The underlying processes through which HIWS influence employee well‐being and the conditions under which these practices work are not fully understood. This study draws on job demands‐resources theory to address this gap by theorising two novel mediators, that is, work pressure and bonding social capital, to explain how HIWS influence emotional exhaustion. We further proposed that engaging leadership as a proxy of line manager implementation of HIWS would strengthen these relationships. An integrated model is presented on how, why, and when HIWS influence employee well‐being. Using data collected from 97 employees in a pharmaceutical company via a general survey and then a diary survey for 5 working days, this study found that HIWS alleviated day‐level emotional exhaustion through their experience of higher day‐level bonding social capital and lower day‐level work pressure and these relationships were stronger under high level of engaging leadership.

Unbundling workplace conflict: Exploring the relationship between grievances and non-strike industrial actions and the moderating effect of voice mechanisms

Given that an understanding of the inter-relationships among workplace conflict expressions is necessary for effective dispute resolution, this study explores the moderating roles of various types of voice mechanisms in the relationship between grievances and non-strike industrial actions. Using data from the Statistics Canada's Workplace and Employee Survey, we found evidence that a positive relationship between grievances and non-strike industrial action (e.g. slowdowns, work-to-rule, etc.) is stronger in workplaces with weaker union voice, is weaker in non-union workplaces with more extensive high-involvement work systems, and was not affected by the presence of alternative dispute resolution systems. Our findings provide theoretical insights into the role of voice mechanism in the inter-relationships between individual and collective forms of conflict in both union and non-union environments. The results also have practical implications for dispute resolution in terms of the management of conflict and dispute systems design.

The effect of high involvement work systems on organisational performance and employee well‐being in a Spanish industrial context

AbstractThis study investigates whether employee perceptions of High Involvement Work Systems (HIWS) mediate the positive relationship between implemented‐HIWS and the parallel outcomes of employee well‐being and organisational performance. To test these relationships, data was collected from 20,646 employees and 2066 managers in 198 organisations from Spanish industrial companies (mainly small and medium enterprises, SMEs). Results from a 2‐1‐2 multilevel structural equation modelling analysis showed that implemented‐HIWS are positively related to perceived‐HIWS, which in turn, are positively associated with both financial performance and the well‐being outcomes of job satisfaction and positive affect while being negatively associated with the well‐being outcome of negative affect. Finally, the study also showed a direct negative effect of implemented‐HIWS on job satisfaction suggesting that the source from which HIWS are rated matters for their consequences on some well‐being outcomes. We discuss the implications of these results for theory and practice.

Effect of High Involvement Work System on Employee Counterproductive Work Behavior: A Mediating Role of Psychological Capital

Psychological capital with sub-concepts of hope, efficacy, resilience and optimism (HERO) is organized as a general primary ability that measured the important motivation of human being, thinking process and struggle for success at the workplace. This study focused on the mediating effect of psychological capital in the relationship with high involvement work system and employees’ counterproductive work behaviors. Questionnaires were used to measure the concepts about 200 respondents. The social exchange, leader member exchange and self-determination theories were used to generate the study hypotheses. The hierarchal linear regression model was used to test the study hypotheses. The result of the study clearly demonstrated that the high involvement work system significantly affect employees’ psychological capital and employee’s counterproductive work behaviors. Moreover, result shows that psychological capital significantly mediate in the relationship with high involvement work system and counterproductive work behaviors. Practical implications of the result were presented along with number of limitations and direction for future study.

Complementarity in Employee Participation Systems: International Evidence

We describe the nature, scope and effects of various non-mandated participatory work practices in Japan, the U.S. and Europe through the lens of complementarity in organizations. Specifically, rather than treating each work practice in isolation, we consider it an element of HIWS (High Involvement Work System), an employment system comprised of clusters of complementary work practices. In so doing, we present a coherent and complete picture of non-mandatory participatory work practices. Furthermore, by applying the common framework of viewing participatory work practices as complementary elements of HIWS to seemingly disparate forms of work practices in different parts of the world, we shed light on how participatory work practices play out in diverse institutional, cultural and regulatory environments.

The link between HIWPs and well-being at work: the mediating role of trust

PurposeThis paper examines the extent to which investment in human capital (HC) influences employee well-being, focusing on companies in the Basque Country in Northern Spain. Specifically, it analyzes the effects of worker perceptions of high-involvement work system (HIWS) on job satisfaction (JS) and affective commitment (AC), directly and through the mediating role of trust in management. This trust mediating role was also explored by analyzing the isolated effects of high-involvement work processes (power, information, reward and knowledge [PIRK] enhancing practices) on JS and AC.Design/methodology/approachThe structural equation modeling (SEM) approach was used on a sample of 2,199 employees from 425 organizations working in different industries. As the study was performed at the organizational level, aggregation was conducted first.FindingsThe findings revealed that trust partially mediated the relationship between HIWS and JS, although AC was directly predicted by the system. In contrast, a trust mediating role was confirmed in the relationship between all PIRK processes, JS and AC.Originality/valueThis study highlights the “hinge” role of trust in linking high-involvement work practices (HIWPs) as an approach to assess HC in organizations and well-being at work. It further conceptualizes HIWS via a PIRK model and operationalizes it through systemic and dimensional approach.

High Involvement Work System and Performance of Indonesian Banking Sector

This research aims to analyze the effect of High Involvement Work System (HIWS) and technologies adaption on the performance in Indonesian banking sector and also determine whether the perceived leadership behavior successfully moderating the effect of HIWS and technologies adaption on the banking sector performance in Indonesia. The data of 96 respondents were conducted by questionnaire that measured using the 1 (totally dissagree) to 5 (totally agree) Likert score and analyzed using the associative method using PLS software. The result indicates that the application of HIWS in the banking sector has a positive but not significant effect on the performance. While the test results state that technologies adoption significantly influences positive performance in the banking sector. For moderation variables in the form of perceived leadership behavior weaken the influence of HIWS on performance, otherwise, it strengthen the influence of technology adoption on the performance of Indonesian banking sector.

High‐involvement HRM, job satisfaction and productivity: A two wave longitudinal study of a Spanish retail company

AbstractThe strategic human resource management literature lacks longitudinal studies, and the causal associations between human resource management (HRM) and organisational performance (OP) remain underexplored. We tested cross‐lagged relationships between high‐involvement work systems (HIWS), job satisfaction, and store productivity based on a large longitudinal dataset from the retail sector comprising two waves of data. The first wave (2011) included 6,016 employee responses from 104 stores, and the second wave (2015) included 5,842 employee responses from 94 stores. The quantitative study suggested counterintuitive negative associations. A subsequent qualitative study indicated that the association may have been conditioned by the recessionary action taken by the company in response to financial difficulties. The longitudinal research design, the compilation of data during difficult economic situations, and in a relatively unexplored sector such as the retail industry help to shed some light on the universalism of the HRM‐OP relationship and its boundary conditions.

Knowledge Capital Accumulations and Employee Involvement Work Systems—Does Workplace Culture Have a Role?

Knowledge capital accumulations are impacted by a variety of workplace factors, including the human resource management work system and the workgroup culture in which it is embedded. Organizations adopting high-involvement work systems stressing employee participation, empowerment, commitment, and accountability have the potential to produce, and to be a beneficiary of, greater stores of employee intellectual capital. The role of workplace culture in this relationship is potentially salient but its operational characteristics require further elucidation. Using a competing values framework to characterize workplace culture, four culture archetypes can be specified: hierarchical, market, entrepreneurial, and clan. Results from step-wise regression analysis show that the four workplace culture archetypes contribute differentially to intellectual capital stores, yet only the clan and entrepreneurial culture archetypes partially mediates this relationship.

The Moderating Effect of the High Involvement Work Systems Between the Relationship of Role Overload and Organizational Citizenship Behavior in Apparel Industry (Special Reference to Katunayake Free Trade Zone)

This study attempted to examine the moderating effect of the high involvement work systems between the relationship of role overload and organizational citizenship behavior in apparel industry. Furthermore, this study examined the relationship between length of service and organizational citizenship behaviour also. Role overload is normal condition among sewing associates in garment field and it is inherent to the industry. The whole organizational success critically lies on the hands of sewing associates. So, it is very important to study, how to minimize negative effect of role overload on organizational citizenship behaviour by implementing a sound high involvement work system. This study followed deductive research approach and conducted among 300 sewing associates from five garment factories in Katunayake free trade zone using a questionnaire. Findings indicated that the negative relationship between role overload and organizational citizenship behaviour is moderated by high involvement work systems and there was a positive relationship between role overload and length of service of the employees.

High involvement work systems, happiness at work (HAW) and absorptive capacity: a bathtub study

PurposeThe purpose of this research is to examine the impact of high-involvement work systems (HIWS) on absorptive capacity. In addition, the mediating effect of happiness at work in the relationship between high-involvement work practices and absorptive capacity is analyzed.Design/methodology/approachA 2-1-2 bathtub multilevel mediation model was used to analyze a sample of 783 employees from 111 bank branches, gathering data at three different times.FindingsThe results reveal that HIWS positively affect absorptive capacity. In addition, they show that happiness at work partially mediates the relationship between HIWS and absorptive capacity.Originality/valueHappiness at work is a fundamental element for knowledge absorption. The findings support the basic assumptions of the job demands-resources model, and demonstrate how HIWS, acting as a job resource, lead to positive attitudes (happiness at work) and, in turn, to positive outcomes (absorptive capacity). The proposed HIWS, based on the assumptions of the mutual gains model, reveal a positive employment relationship with effects on both HAW and organizational outcomes. If organizations expose their employees to management practices that have specific benefits for their HAW, employees are more likely to perform their jobs in ways that will promote their absorptive capacity.

The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation

AbstractUnderstanding how to effectively stimulate creative potential in the workplace through strategic human resource management (HRM) practices is critical to enhancing organizational competitiveness. This study investigates the effects of high‐involvement work systems (HIWS) on team creativity in terms of ability–motivation–opportunity theory and a team input–process–output model. It draws on a data set consisting of 668 employees from 112 teams in 41 organizations in China. The results reveal that HIWS are positively related to team creativity, not only directly, but also indirectly through a sequential mediating mechanism of involvement climate and shared leadership. We argue that when employees are placed in an autonomous work environment underpinned by HIWS, they will be more likely to be involved in creative activities and engage in mutual influence behaviors in their work teams, and lead each other to achieve a higher level of creativity. Our study extends the knowledge on strategic HRM/HIWS, shared leadership, and creativity.