High-performance Work Systems Research Articles

Do High-Performance Work Systems Always Inhibit Knowledge Hiding? A Moderated Mediation Model

Do High-Performance Work Systems Always Inhibit Knowledge Hiding? A Moderated Mediation Model

Voices for Innovation: The Interplay of Worker Representation and High-Performance Work System

Voices for Innovation: The Interplay of Worker Representation and High-Performance Work System

Indigenous Perspectives of High-Performance Work Systems: Challenging the Universality

Indigenous Perspectives of High-Performance Work Systems: Challenging the Universality

Going Underground: How Perceived High-Performance Work Systems Influence Bootlegging Behavior? A Multi-Level Moderated Mediation Approach.

This study applies the social information processing theory to investigate how perceived high-performance work systems (HPWS) influence bootlegging behavior. Additionally, it explores the potential mediating role of willingness to take risks and creative self-efficacy in the association between perceived HPWS and bootlegging behavior. In addition, this study examines how human resource management (HRM) system strength acts as a cross-level moderator in the connection between perceived HPWS and willingness to take risks and creative self-efficacy. Based on a sample of 399 respondents from 80 firms, the results indicate a positive connection between perceived HPWS and bootlegging behavior. Moreover, the results reveal that willingness to take risks and creative self-efficacy mediate the connection between perceived HPWS and bootlegging behavior. Findings also reveal that cross-level HRM system strength moderates the influence of perceived HPWS on willingness to take risks and creative self-efficacy. The study also highlights its theoretical contributions and practical implications and proposes avenues for future research.

High-performance work system based on the AMO model, knowledge sharing, and employee performance in Vietnam’s private firms

This study investigates the relationship between knowledge sharing and high-performance work systems (HPWS) using the ability, motivation, and opportunity (AMO) framework. It is presumed that AMO-enhancing practices encourage knowledge sharing among staff members. Additionally, this research focuses on the impact of knowledge sharing on employee performance. The data were obtained from 260 employees and 79 line managers in 26 private Vietnamese companies. Exploratory and confirmatory factor analyses were conducted to verify the data, and structural equation modeling was used to evaluate the hypotheses. The results show that the HPWS is positively related to knowledge sharing. Opportunity-enhancing practices have the greatest impact on employees’ knowledge sharing, whereas motivation-enhancing practices have the least effect. These findings provide a strong basis for improving employee performance by stimulating knowledge sharing among organizational employees. This study also contributes to the literature by employing knowledge sharing to explore the connection between HPWS and employee performance in the private sector.

The Influence of High Performance Work Systems on Employee Resilience Moderated by Gender Differences in Employees of Pdam Way Rilau Bandar Lampung City

The Covid-19 pandemic has resulted in an economic downturn, causing changes in work patterns. This has an impact on employee resilience, to improve resilience a high-performance work system is needed. In practice, PDAM Way Rilau Bandar Lampung City implements this system, but there is gender inequality in its implementation. The purpose of this study is to see if there is an effect of a high-performance work system on employee resilience and whether gender differences moderate this effect. The method in this study uses simple linear regression analysis and MRA which is processed by SPSS software version 23. The results of this study support the proposed hypothesis that a high-performance work system has a positive and significant effect on employee resilience and gender differences strengthen the effect of a high-performance work system on employee resilience. Suggestions for PDAM Way Rilau Bandar Lampung City to further consider providing financial rewards based on individual performance. Suggestions for PDAM Way Rilau employees of Bandar Lampung City to share some things with friends, it is hoped that the burden of problems borne by oneself will become lighter, so that it can increase resilience.

Engaging long-tenured employees via high-performance work systems: a matter of dosages

PurposeWe investigate the engagement benefits of high-performance work systems (HPWS) for long-tenured employees compared with short-tenured ones. Using a social exchange lens and building upon hedonic adaptation research, we propose that HPWS are less effective for engaging longer tenured employees, unless they are administered at high levels.Design/methodology/approachMultiple regression and post-estimation analyses of marginal effects on a sample of 30,375 employees, based on data from the 6th European Working Conditions Survey.Findings(1) Employee tenure negatively moderates the HPWS-engagement relationship; (2) this effect is contingent on the level of HPWS, with long-tenured employees responding comparatively better than short-tenured ones to exposure to high levels of HPWS; (3) HPWS have decreasing marginal effects on engagement—greater exposure to these systems does not linearly translate into higher employee engagement, with their decreasing returns being more noticeable for short- than long-tenured employees.Originality/valueThe study provides novel insights into the value of HPWS as motivational tools and advises managers to promote tenure-differentiated HPWS investments. It also illuminates critical issues related to the sustainability of HPWS.

High-performance work system and organizational resilience process: The case of firms during a global crisis.

Owing to consecutive global crises (e.g., the COVID-19 pandemic, multiple regional wars), interest has grown in understanding and promoting organizational resilience. There is scant knowledge about how a human resource management (HRM) system can foster organizational resilience. This study examines the role of a high-performance work system in the organizational resilience process during the COVID-19 pandemic. We focus on two properties of the resilience process: stability during the jolt phase and flexibility during the turnaround phase. We test our hypotheses using quarterly sales data from 268 Korean firms during the COVID-19 pandemic. Our findings show that an high-performance work system reduces the severity of loss during the jolt phase (i.e., it maintains stability) through an increased climate of trust and enhances the scale of recovery during the turnaround phase (i.e., it improves flexibility) through an increased climate of innovation. We advance research on HRM, organizational resilience, and crisis management, showing how an HRM system can foster two essential properties for the resilience process to unfold effectively over time after the onset of a crisis. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Unleashing the black-box between high-performance work systems and employee flourishing-at-work: an integrative review

Purpose This study aims to unravel the black-box mechanism between high-performance work systems (HPWS) and the multifaceted well-being construct, flourishing-at-work (FAW). Moreover, this paper aims to bring in a positive psychological mechanism that can reduce the potential negative impact of HPWS on FAW. Design/methodology/approach A synthesis analysis of existing literature was carried out to formulate managerial and practical propositions. Findings Drawing upon the theoretical foundations of social exchange theory, conservation of resource theory, signalling theory and resource-based view (RBV), this study proposes a conceptual framework that connects HPWS, psychological capital (PsyCap), employee work passion (EWP), organisational trust (OT) and flourishing-at-work (FAW) with the possible moderating effect of OT in the relationship between HPWS and PsyCap. Practical implications Although the proposed conceptual framework is not empirically validated, the study provides several significant practical implications in terms of the integrated framework consisting of HPWS, PsyCap, OT, EWP and FAW. Originality/value This study represents a pioneering contribution by proposing an indirect relationship between HPWS and FAW. Moreover, none of the studies so far have unleashed the black-box mechanism between HPWS and FAW. The study provides a set of propositions that explain the relationships between the study variables, which enrich the understanding of strategic human resource management practices and their potential effects on employee well-being.

Curbing unethical pro-organizational behavior with high-performance work systems: Test of an uncertainty reduction mechanism

The interest in unethical behavior in organizations has grown over the past decades as ethical scandals have become mainstream. However, research on how organizational practices may prevent these behaviors is still scarce, particularly for those behaviors that are unethical but also benefit the organization. Across two studies guided by Uncertainty Reduction Theory, we examine the relationship between high-performance work systems and unethical pro-organizational behavior via perceptions of politics. In study 1 (N = 244), we found support for the indirect effect using a time-lagged design. In study 2 (N = 809), we confirmed our mediation hypothesis using unethical pro-organizational behaviors rated by the supervisor and reiterated the role played by perceptions of politics, by ruling out job insecurity as a second potential uncertainty reduction mechanism. Taken together, these findings have important theoretical and practical implications as they consistently demonstrate that high-performance work systems reduce uncertainty regarding the internal functioning of the organization (reflected in perceptions of politics), and by doing so, decrease the extent to which employees engage in unethical behaviors in favor of the organization.

Unravelling the Symphony of High-Performance Work Systems from Commitment to Satisfaction, Readiness for Change, and Beyond

Unravelling the Symphony of High-Performance Work Systems from Commitment to Satisfaction, Readiness for Change, and Beyond

The Effect of a High-Performance Work System on Organizational Innovation Performance: The Mediating Effect of Employees’ Intrinsic Motivation and the Moderating Effect of Person–Organization Fit

The organizational system is directly associated with overall organizational management and sustainability. The reason is that the organizational system has a strong relationship with organizational performance. One of the most important functions of the organizational system is the high-performance work system, which is the system that manages the employees so that they can maximize their functions, this study focuses on the importance of a high-performance work system in order to achieve organizational goals and increase performance. In particular, a high-performance work system is directly related to innovation performance that secures the competitive advantage of organizations. Based on such background, this study focused on how a high-performance system improves innovation performance. Unlike previous studies, rather than simply focusing on variables exploration or main effect verification, we provided and verified the research model related to the process by which innovation performance occurs. Specifically, this study aimed to investigate whether high-performance work systems in organizations enhance employees’ innovation performance and examined the mediating role of employees’ intrinsic motivation in enhancing innovation performance. In addition, we investigated the moderating role of employee person–organization fit in high-performance work systems and employee intrinsic ation directly. To validate this model, we collected data from 309 members of Chinese SMEs. We found that high-performance work systems positively affect employees’ innovation performance through a person–organization fit and that employees’ person–organization fit significantly moderates the relationship between high-performance work systems and employees’ intrinsic motivation directly. Overall, this study expands the scope of research on the enhancement of employee innovation performance and provides a theoretical basis for related research, which is also a contribution of this study.

High-performance work systems and employee emotional well-being in the manufacturing industry in China

High-performance work systems and employee emotional well-being in the manufacturing industry in China

Impact of Transformational Leadership toward Organization Efficacy in Nigeria Petroleum Company

This study investigates the relationship between transformational work performance and organizational efficacy in selected Nigerian petroleum companies. It is anchored in transformational leadership theory and the high-performance work systems (HPWS) framework. Transformational leadership, pioneered by Burns and developed by Bass, emphasizes leaders' influence through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The HPWS framework highlights HR practices that enhance employee skills, motivation, and opportunity, ultimately driving organizational performance. While existing literature on transformational leadership mainly focuses on Western contexts, this study seeks to address the gaps by examining its applicability in Nigeria's petroleum sector. Methodological limitations, organizational-level focus, and contextual specificity are identified as gaps in prior research. The study aims to investigate these relationships in Nigeria, considering sociocultural variations and employing a mixed-methods approach. Through structured interviews and questionnaire surveys, data were collected from 280 employees. The data analysis included regression analysis, correlation analysis, and reliability testing. Results indicate a significant positive relationship between transformational leadership dimensions and organizational efficacy. The study contributes to understanding the dynamics of transformational leadership and HPWS in a developing economy context, particularly within Nigeria's petroleum industry. Future research should explore these relationships further, considering contextual factors and employing longitudinal designs.

The Moderating Role of Supervisor Support in the Mediating Effect of Career Satisfaction on High Performance Work Systems: A Path to Enhanced Nurse Service Quality

The Moderating Role of Supervisor Support in the Mediating Effect of Career Satisfaction on High Performance Work Systems: A Path to Enhanced Nurse Service Quality

Transforming Ethiopian higher education institutions: Multilevel analysis of high-performance work systems, engagement, and justice

Perceived HPWSs (PS-HPWSs) are increasingly indicated for understanding the relationship between organizational HPWSs and employee-level outcomes. However, the mediating effect of perceived HPWSs is inconsistent and unclear. Hence, relying on integrated HPWS strength and signal theories, we tested whether PS-HPWSs positively mediated the relationship between MR-HPWSs and engagement with data collected from multiple and multilevel sources of 102 department heads and 360 employees of three Ethiopian public higher education institutions from June 03/2023 to September 10/2023. We also tested the positive moderation impact of procedural justice between MR-HPWSs and PS-HPWSs and its conditional effect on engagement using the MLmed Beta macro SPSS package. Therefore, procedural justice moderates the mediation of PS-HPWSs between manager-rated HPWSs and employee engagement. Hence, this study will address the inconsistency of PS-HPWSs between manager-rated HPWSs through the moderation of procedural justice (one of nine features of HPWS strength); this in turn has an ample effect on engagement. Accordingly, further research should include one or more of the nine HPWS features as moderators of the mediating effect of PS-HPWSs.

The Relationship between Perceptions of High-Performance Work Systems and Corporate Social Responsibility (CSR) Considering the Moderating Effect of a Positive Diversity Climate

Companies have shown interest in advanced human resource management as a means to secure distinctive competitive advantages for organizational survival and growth through sustainable management systems. Hence, in the current context, where sustainability in business is a growing concern, the objective of this study was to investigate the relationship between high-performance work systems and a company’s social performance, taking into account the organizational climate as a situational variable. Specifically, this study aimed to analyze the impact of perceptions of a high-performance work system on the perception of a company’s social responsibility (CSR) among employees of Jordanian companies with an organizational size of 300 or more. This study used 175 valid questionnaires, and SPSS and AMOS 24 were used to test the hypotheses. The results showed that there was a positive relationship between the perception of a high-performance work system and the perception of a company’s CSR. Furthermore, this study found that a positive diversity climate could enhance the positive relationship between the two. These findings suggest that high-performance work systems can contribute to the development of sustainable human resource management systems and that a positive diversity climate is essential in shaping these systems. Based on these results, it is recommended that companies implement HPWSs and encourage workforce diversity to maximize the value of CSR activities and ensure their sustainability.

Unlocking employee flourishing in the hospitality industry: role of high-performance work systems, psychological capital and work passion

PurposeThe present study investigates the relationship between high-performance work systems (HPWS) and employee flourishing-at-work (FAW) through psychological capital (PsyCap) and employee work passion (EWP).Design/methodology/approachA three-path serial mediation model was constructed to explore the proposed relationships. The hypotheses were empirically tested using SPSS 25 and AMOS 21.0. The study was conducted in India and included a total of 357 hotel employees as participants.FindingsThe study revealed that PsyCap and EWP were significant independent mediators between HPWS and FAW. Moreover, PsyCap and EWP were identified as serial mediators in the relationship between HPWS and FAW. Additionally, a direct relationship between HPWS and FAW was also found.Practical implicationsImplementing HPWS in hospitality organizations can foster PsyCap of the employees and foster EWP among their workforce. This approach not only increases the organization's competitive advantage but also enhances employees' holistic well-being, i.e. FAW.Originality/valueThis study marks a pioneering effort to establish a distinct relationship between HPWS and FAW. Moreover, the study introduces an innovative approach by employing EWP to delve into the influence of both HPWS and PsyCap on FAW.

The relationship between high-performance work system and knowledge sharing behavior via perceived organizational support: the moderating role of coaching leadership

The relationship between high-performance work system and knowledge sharing behavior via perceived organizational support: the moderating role of coaching leadership

High-performance work systems and organizational ambidexterity: the mediating role of knowledge management systems—evidence from the Egyptian public-telecommunication sector

PurposeThe purpose of this study is to examine the mediating role of the quality-based knowledge management systems (KMSs) in explaining the relationships between AMO-based high-performance work systems (HPWSs) and organizational ambidexterity (OA).Design/methodology/approachUsing cross-sectional survey, the authors collected data from 277 employees working at the Egyptian public-telecommunication sector and analyzed the hypothesized model using the partial least square structural equation modeling technique. Interviews were conducted with 39 key positions and mirrored against the quantitative data. The qualitative data were analyzed using the thematic analysis technique.FindingsThe authors found that the HPWSs dimensions (i.e., ability and opportunity-enhancing practices) explain the OA level. The HPWSs dimensions (i.e., ability, motivation, and opportunity-enhancing practices) have a significant positive effect on the KMSs quality. The KMSs (i.e., system, service, and information quality) have a significant positive effect on OA and mediate the relationship between HPWSs and OA.Originality/valueThis study is among the first to add significant information on how the quality-based KMSs (as mediator) explain the complex relationship between HPWSs dimensions and OA.Research limitations/implicationsLimited attention was paid to investigating the OA enablers. This study bridges the aforementioned research gap by providing in-depth explanations on how the working systems atmosphere emphasizing ability, motivation, and opportunity-enhancing practices alongside the quality-based KMSs enable OA.Practical/managerial implicationThe findings provide the decision makers in public-telecom sector with a clear guideline for achieving ambidexterity in turbulent business environment.