Perceptions Of High-performance Work Systems Research Articles

Strategies for fostering intra-entrepreneurial behaviour: the role of high performance work practices and knowledge management processes

Established firms are increasingly adopting practices aimed at fostering intrapreneurial initiatives to ensure their long-term survival. This paper analyzes the role that employee perceptions of high-performance work systems and knowledge management processes can play in fostering intrapreneurial behavior. The findings offer guidance to help practitioners promote these behaviors, highlighting the importance of high-performance work systems that enhance knowledge management processes, particularly knowledge sharing.

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.

The role of engagement and knowledge-sharing in the high-performance work systems–innovative behaviour relationship

PurposeThis paper aims to examine two indirect mechanisms through which employees' perceptions of high-performance work systems (HPWS) foster employees' innovative behaviour (IB). Particularly, this study analyses the sequential mediating role of work engagement and knowledge-sharing in this relationship at the individual level.Design/methodology/approachUsing researchers and professors working at a Spanish state university as an empirical sample and applying partial least squares structural equation modelling (PLS-SEM), the authors test hypotheses regarding the impact of the indirect and sequential effect of engagement and knowledge-sharing on the relationship between employees' perceptions of HPWS and IB.FindingsFindings indicate the existence of a sequential mediating effect of work engagement and knowledge-sharing. The authors' results suggest that the existence of engagement is necessary for the influence of HPWS on IB to become effective.Social implicationsThe authors' results also highlighted the importance of suitable design and implementation for HPWS so that employees feel motivated and dedicated to their work.Originality/valueThe authors' findings contribute to the understanding of the mechanisms by which HPWS enhance employees' IB, and the results are especially salient in advancing the theoretical understanding of how HPWS, engagement and knowledge-sharing are relevant variables for IB.

Perceived overqualification, work-related boredom, and intention to leave: examining the moderating role of high-performance work systems

PurposePrior studies have shown various mediating and moderating mechanisms regarding the effect of employees' perceived overqualification on intention to leave (ITL). Nonetheless, only a few empirical studies have shed light on the negative underlying processes that explain this relationship. Furthermore, less is known about the role of high-performance work systems (HPWSs) in the overqualification literature. Drawing upon relative deprivation theory (RDT), this research attempts to fill these gaps by examining the mediating role of work-related boredom and the moderating role of perceived HPWSs in the association between perceived overqualification and ITL.Design/methodology/approachData from a sample of 188 employees working in a Greek manufacturing company were analyzed using the PROCESS macros for SPSS.FindingsThe results indicated that work-related boredom mediates the association between perceived overqualification and ITL. Moreover, HPWSs attenuated the relationship of perceived overqualification with both work-related boredom and ITL, such that their association was positive only when employees' perceptions of HPWSs were low.Originality/valueThis study adds to the existing literature regarding why and how perceived overqualification affects ITL. Even more, this is one of the first studies that examine the role of HPWSs in the literature of overqualification. Theoretical and practical implications were also considered.

Driving intrapreneurial behavior through high-performance work systems

Companies are increasingly adopting practices aimed at fostering intrapreneurial initiatives to ensure their survival, seize opportunities, and combat threats. This paper analyzes the effect of employee perceptions of high-performance work systems on intrapreneurial behavior, with potential mediation by knowledge management processes. It also analyzes possible moderation by human resource management (HRM) strength. Hypotheses were tested using partial least squares path modeling (PLS-PM) in Smart PLS 3.3. The analysis was conducted for a sample of 1,885 knowledge-intensive employees working in three banks in Ecuador. The results show that innovative behavior can be enhanced by implementing high-performance work systems. These systems promote sound knowledge management processes. These findings are relevant because they offer guidance to help practitioners promote intrapreneurship. They highlight the importance of high-performance work systems that enhance knowledge management processes, particularly knowledge sharing. The results also show that HRM strength moderates the relationships between high-performance work systems and intrapreneurial behavior and between knowledge management and intrapreneurial behavior. However, in the second of these relationships, the effect is the opposite of what is to be expected. This finding may indicate a need to consider this variable at the group, department, or even organizational level under a multilevel analysis approach.

Does it take two to tango? The joint role of high-performance work systems and ethical leadership

Employees’ organizational citizenship behavior (OCB), influenced both by human resource management (HRM) and leadership, is vital for meeting non-standard and unpredictable customer demands in the service industry. Drawing on social exchange theory, substitute-for-leadership theory and information-processing perspective, this study addresses the question of how employees’ perceptions of high-performance work systems (HPWS) and ethical leadership interact to impact employees’ affective commitment and service-oriented OCB. We tested the theoretical model using a sample of 275 supervisor–subordinate dyads from chain store enterprises in the service sector in Taiwan. The proposed models were tested with hierarchical linear modeling and Monte Carlo simulation. We found that the presence of high ethical leadership weakens the positive effect of employees’ perceptions of HPWS. Furthermore, affective commitment mediates the interactive effect of employees’ perceptions of HPWS and ethical leadership on employee service-oriented OCB. In particular, the indirect effect is positive and significant when ethical leadership is low.

Going Beyond the Firm Perspective: What Do Employees Think of the High-Performance Work Systems?

Although research on High-Performance Work Systems (HPWS) has been measured from the perspective of organizations, recent work calls for the need to focus on the perceptions of HPWS by employees. Drawing on assertions from social exchange theory and signaling theory, we propose that perceptions of HPWS (PHPWS) will generate innovative behavior among employees via perceived organizational support (POS), which could be even more strengthened when they are supported by their leader. Based on a sample of 800 employees from 10 firms across different industries, results indicate that employees’ PHPWS have positive associations both with their POS and innovative behavior, and that POS mediates the positive relationship between PHPWS and innovative behavior. Moreover, we further found that a positive relationship between their POS and innovative behavior and the indirect effect of PHPWS on innovative behavior via POS were even more strengthened by leader support, confirming its moderating effect. We discuss theoretical and practical implications for human resources management and innovation in organizations.

Perceptions of HPWS and performance: cross-level effects of team psychological contracts

PurposeThis present study aims to examine how experiences of high-performance work systems (HPWS) in work teams affect employee’s work attitudes and performance. At the team level, the study explored the role of supervisory support in the relationship experienced HPWS -team performance. In explaining employee attitudes and behaviours at the individual level, such as organisational citizenship behaviour (OCB), the study adopted a psychological contract approach.Design/methodology/approachThe moderating role of supervisory support was investigated at the team level while exploring mediation effects of psychological contract beliefs in work teams in cross-level relationships with individual attitudes and behaviours.FindingsResults indicate partial mediation of fulfilment of psychological contracts in work teams in the experienced HPWS-OCB relationship. At the team level, supervisory support perceptions moderate the effects of shared experiences of HPWS on product and service innovation in work teams.Originality/valueThe focus on the employee perspective of HPWS, the factor-analytic approach of measuring HPWS experiences and the role of team psychological contracts in employee attitudes and behaviours represent the main contributions of this study to HR research.

Fostering intrapreneurial behavior through human resource management system

PurposeThis work aims to analyze the effect of employees' perceptions of high-performance work systems (HPWS) on intrapreneurial behavior (IPB), and the potential role of knowledge sharing as a mediating variable in this relationship.Design/methodology/approachHypothesis testing was performed using a structural equation model (SEM) based on a PLS-SEM approach applied to a sample of 297 knowledge-intensive employees from six industrial companies of the Valencian region (Spain).FindingsResults confirmed that the relationship between employees' perceptions of HPWS and IPB does not take place directly. Alternatively, this relationship occurs through knowledge sharing of employees.Originality/valueThis study makes theoretical and empirical contributions to better understand the impact of employee's perceptions of HPWS on IPB mediated by knowledge sharing. This work theorized and tested a model where the concept of IPB gains special relevance at academic and practical levels due to its implications for HRM.

Is it worth it? Linking perceived high-performance work systems and emotional exhaustion: The mediating role of job demands and job resources

The present study utilizes the job demands–resources model and examines the effects of employees’ perceptions of high-performance work systems (HPWS) on emotional exhaustion. For the needs of this study, structural equation modeling (SEM) was used on a sample of 343 frontline employees in a Greek manufacturing company. The findings do not support the critical arguments regarding HPWS, which suggest that these systems lead to work intensification and emotional exhaustion through increased job demands. In contrast, HPWS was positively related to job resources, although no support was found for a direct and negative relationship with emotional exhaustion. Last but not least, this study calculates HPWS as both a system and bundles of practices and provides useful insights regarding the differences between the two different measurement methods. Finally, theoretical and managerial implications are drawn for improving our understanding of how HPWS influences job demands and resources and employees’ emotional exhaustion.

The Role of employees’ perceptions of HPWS in the HPWS-performance relationship: A multilevel perspective

Building on HR system strength and signaling theories, we proposed and tested the mediating roles of employees’ individual and collective perceptions of high performance work systems (HPWS) in influencing HPWS-outcome relationships. The data were collected from 286 HR managers, 286 vice presidents, and 1916 employees of 286 companies in China. The results of this study revealed that firm HPWS influenced both individual and collective employee perceptions of HPWS, which, in turn, resulted in individual- and organizational-level employee outcomes, respectively, including affective commitment and turnover intention, and ultimately impacted organizational performance. Moreover, the findings of this study revealed that high levels of employee-oriented organizational culture and CEOs’ benevolent leadership behavior strengthened the positive relationship or promoted the consensus between firm HPWS and employees’ collective perceptions of HPWS. The theoretical contributions and practical implications of these findings are discussed.

Quality enhancement or cost reduction? The influence of high-performance work systems and power distance orientation on employee human resource attributions

HR attributions relate to employees’ beliefs about why HR practices are implemented in their organization. Although research shows that HR attributions influence employees’ attitudes, behaviors and performance, there is little understanding of the antecedents of HR attributions. To examine the relationships between perceptions of high-performance work systems (HPWS) and power distance orientation (PDO) on the one hand and two types of HR attributions (quality-enhancement and cost-reduction) on the other, we conducted two studies. The results of Study 1 (an experimental study, N = 171 students) and Study 2 (a field study, N = 255 employees from China) showed that PDO weakened the relationships between HPWS perceptions and both types of HR attributions. Our studies fill an important theoretical gap regarding how employees’ cultural orientation changes the effect of HPWS perceptions on HR attributions.

The link between perceived high-performance work practices, employee attitudes and service quality

PurposeThe purpose of this paper is to focus on the Greek banking sector and examine the indirect effects of high-performance work systems (HPWS) on service quality. Specifically, this study examines the effects of employees’ perceptions of HPWS on their trust toward their managers, as well as on service quality, through the mediating role of employee outcomes (measured by job satisfaction and affective commitment). In addition, trust is also tested for its role as a potential mediator and moderator in the relationship between HPWS and employee outcomes.Design/methodology/approachPartial least squares structural equation modeling was used on a sample of 350 front-line employees working in the Greek banking sector.FindingsThe findings showed that employee outcomes mediated the relationship between HPWS and service quality. On the other hand, although trust mediated the relationship between HPWS and employee outcomes, no support was found for its moderating effect. Finally, although not included in the initial analysis, trust was found to play a mediating and moderating role in the relationship between HPWS and service quality.Practical implicationsThis study highlights the vital role that a “trusting” work environment has to play on employee attitudes and outcomes. As this study shows, the positive employee behaviors along with their willingness to accept and support organizational goals influence their level of productivity.Originality/valueThis study sheds lights on the mediating and moderating role of trust in the relationship between HPWS, employee outcomes, and service quality. Finally, implications are drawn for organizations, managers, and practitioners.

HPWS and unethical pro-organizational behavior: a moderated mediation model

PurposeThe purpose of this paper is to examine the effect of employees’ perceptions of high-performance work systems (HPWS) on unethical pro-organizational behavior (UPB), and explores the mediating role of psychological ownership and the moderating role of moral identity.Design/methodology/approachThe hypotheses were tested by using two-wave survey data that were collected from 306 employees in Chinese enterprises.FindingsThis study found that HPWS were positively related to UPB, and psychological ownership partially mediated this relationship. Results also revealed that moral identity negatively moderated the relationship between psychological ownership and UPB, and the indirect effect of HPWS on UPB via psychological ownership was weaker for employees high in moral identity.Research limitations/implicationsThe generalizability of the findings is limited, and the cross-sectional data cannot draw any clear causal inference among variables.Practical implicationsManagers should pay attention to the “dark side” of HPWS and incorporate ethics in the HPWS. Moreover, organizations should provide correct guidance for their pro-organizational behaviors to avoid employees doing bad things for good reasons.Originality/valueThis study first extends HPWS research to employee’s UPB, uncovers employees’ psychological ownership toward organizations as the pivotal mechanism underlying this relationship, and indicated moral identity can regulate employees unethical behavior.

Not Seeing Eye to Eye: Variability between Managers’ and Employees’ Perceptions of HR Practices

This study explores the unit-level performance consequences of differences between managers’ and employees’ perceptions of high-performance work systems (HPWS). We combine a meta-analysis and a fie...

Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning

This paper analyses the influence of employees' perceptions of high-performance work systems (HPWSs) on employees' exploratory learning and innovative behaviour. Furthermore, the mediating role of exploratory learning in this relationship has also been studied. To achieve these objectives, a quantitative analysis was conducted with a sample of 304 researchers from the Spanish public sector. Results showed the relevance of employees' perceptions of HPWSs in promoting exploratory learning and employees' innovative behaviour. The mediating role of exploratory learning in the relationship was assessed. The paper mentions the importance of workers' perceptions on the implementation of HPWSs and their impact on employees' behaviour. The paper also presents practical and theoretical implications.

Investigating and explaining organizational antecedents of PSM

Purpose– First, the purpose of this paper is to contribute to the public service motivation (PSM) literature by increasing the limited knowledge of organizational antecedents of PSM. Second, by combining PSM with insights from self-determination theory (SDT), the paper aims to elucidate the link through which high-performance work systems (HPWS) relate to PSM.Design/methodology/approach– Using a survey, the authors investigated nurses’ perceptions of HPWS, PSM, and the satisfaction of basic psychological needs in four different German hospitals.Findings– The results of this study provide empirical evidence that PSM is influenced by several HR practices and the three basic psychological needs autonomy, relatedness, and competence, which in turn are influenced by certain HR practices as well. Basic psychological needs do not fully mediate the relationship between HPWS and PSM.Research limitations/implications– Four dimensions of HPWS are measured by a single item and the results are based on a German sample. They therefore might not apply to other countries. Future research will benefit from using a more corroborated measurement instrument of HPWS in different countries.Practical implications– This study offers useful insights for HR managers in the nursing sector on the question how PSM can be fostered effectively.Originality/value– This study adds to the limited knowledge of organizational antecedents of PSM by including ideas from HRM into the study of PSM. Second, by combining PSM with insights from psychology (SDT), this study sheds light on the mediating mechanisms which help to explain how HPWS relate to PSM; a conceptual model explaining the HPWS-PSM relationship is developed and tested.

The effects of high-performance work systems on hospital employees' work attitudes and intention to leave: a multi-level and occupational group analysis

Using a multi-level analysis of a sample of 193 employees matched to 58 managers in a regional Australian hospital, this paper examines the effects of management and employee perceptions of high-performance work systems (HPWS) on HR outcomes. These relationships are examined across four distinct occupational groups. The findings suggest that only when management's implementation of HPWS is similar to employees' espoused HR practices that HPWS are translated into greater engagement, job satisfaction, affective commitment and less intention to leave. The results have implications for the management of employees in the healthcare sector and the implementation of HPWS for different occupations within an organisation.

High-performance work system and intention to leave: a mediation model

To address recent calls in the literature for additional work on the role of high-performance work systems (HPWS) in determining individual outcomes, this study examines the relationship between employees' perceptions of HPWS and intention to leave, as well as the possible mediating role of job satisfaction, procedural justice and intrinsic motivation in this relationship. The model is tested with EQS 6.1, on a sample of 155 engineers from 19 different companies and industries. Results indicate that HPWS is associated positively with job satisfaction, procedural justice and intrinsic motivation. Results also show that only job satisfaction mediates the relationship between HPWS and engineers' intention to leave, whereas procedural justice and intrinsic motivation mediate the relationship between HPWS and job satisfaction.

High-Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links

High-performance work systems (HPWS)-performance research has dominated innovative human resource management studies for two decades. However, mainstream HPWS research has paid little attention to employees’ perceptions of HPWS, or to the relationship between HPWS and corporate social performance (CSP). The influence of CSP on employee outcomes such as organizational commitment and organizational citizenship behaviour (OCB) has thus been similarly neglected. This paper seeks to investigate these missing links in literature using data collected from a sample of 700 employees in China. The findings demonstrate that HPWS is positively related to HPWS satisfaction and employees’ perceptions of CSP. HPWS satisfaction fully mediates the relationship between HPWS and employees’ affective commitment (AC). There are multiple mediators between HPWS and OCB, indicating more complicated mechanisms through which HPWS leads to desired HR outcomes. Employees’ perceived CSP has a significant influence on HPWS satisfaction, AC and OCB, suggesting firms should place a premium on achieving a reputation as being socially responsible.