High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate

Miao, Ran; Bozionelos, Nikolaos; Zhou, Wenxia; Newman, Alexander

doi:10.1080/09585192.2019.1710722

Cited by 87 publications

(72 citation statements)

References 137 publications

(165 reference statements)

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“…HPWS. We adopted the high-performance work systems scale of Miao et al [46]; the scale had seven dimensions including 22 items such as strict recruitment, extensive training, employee authorization, salary management, result-based assessment, information sharing and employee competitive flow, and discipline management. Some examples are as follows: "The company encourages employees to share professional knowledge and skills", and "Compared with competitors, the company has a total compensation system of a high level", etc.…”

Section: Methodsmentioning

confidence: 99%

The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

Miao

Cao

et al. 2020

IJERPH

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In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR (Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.

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Section: Methodsmentioning

confidence: 99%

The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

Miao

Cao

et al. 2020

IJERPH

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“…They found significant and large correlations between PsyCap, JS ( r = 0.51) and OC ( r = 0.42). Miao et al (2020) examined the relationship between PsyCap, job attitudes, high-performance work system and interactional justice climate. The results indicated that there existed significant positive relationships between PsyCap with JS (β = 0.44, p < 0.01) and affective OC (β = 0.39, p < 0.01).…”

Section: Hypotheses Development and Research Modelmentioning

confidence: 99%

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

et al. 2021

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High turnover rate is one of the striking features of the hotel industry and one of the most significant challenges. High turnover rate causes substantial costs for recruitment, selection and training in hotels, on the other hand, it also leads to negative consequences such as the decline of organizational performance and service quality. Thus, it is necessary to search for the root causes of turnover and put forward solutions. This study was designed to examine the impact of psychological capital (PsyCap), organizational commitment (OC), and job satisfaction (JS) on turnover intention among hotel employees. Additionally, it aimed to test the mediating roles of job satisfaction (JS) and organizational commitment (OC). The data were obtained from 228 hotel customer-contact employees with a time lag of two weeks in three waves in Kuala Lumpur based on convenience sampling. A series of structural equation modeling analyses were utilized to investigate hypothesized relationships. The results reveal that there exists a significant and negative impact of PsyCap on employees’ turnover intention and this correlation is partially mediated through two job attitudes. That is to say, to retain hotel talents, five-star hotel management should take proper measures to help employees obtain and maintain positive psychological resources such as PsyCap, on the other hand, how to cultivate positive job attitudes and strengthen their sense of identification and belonging for their organizations is supposed to be more focused on.

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“…Management scholars and practitioners have a strong interest in the effective management of an increasingly service-dominated workforce to maximize organizational performance (Cooke et al, 2019;Fu et al, 2019). HPWS is important because it promotes people as a source of competitive advantage by developing human capital through a "bundle" of HRM practices that are designed to enhance employees' knowledge, skills, commitment and performance (Miao et al, 2020;Xian et al, 2019;Wattoo et al, 2020). Researchers theorize that certain HRM practices (e.g.…”

Section: Introductionmentioning

confidence: 99%

High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks

Bartram

Cooper

Cooke

et al. 2020

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PurposeDespite the utility of social identity and social climate theories in explaining individual and group behaviour within organizations, little research has been conducted on how these approaches interconnect to explain the way high-performance work systems (HPWSs) may increase job performance. This study extends one’s understanding of the human resource management (HRM)–performance relationship by examining the interconnections between these disparate social approaches within the Chinese banking context.Design/methodology/approachDrawing on a sample of 561 employees working across 62 bank branches in China, the authors test four hypotheses: (1) HPWS is positively related to social climate; (2) social climate mediates the relationship between HPWS and social identification; (3) psychological empowerment mediates the relationship between social identification and job performance; and (4) social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance. Data were collected over two waves and job (in-role) performance was rated by managers.FindingsThe authors confirm the four hypotheses. Social climate, social identification and psychological empowerment sequentially mediate the relationship between HPWS and job performance.Research limitations/implicationsThis study contains some limitations. First, the authors’ research sites were focussed on one main region in state-owned banks in China. Second, this study examined only one industry with a relatively homogeneous workforce (i.e. relatively young and highly educated employees).Practical implicationsHPWS may translate into individual performance through a supportive social climate in which staff identify themselves with their work team. This suggests that organizations should pay close attention to understanding how their HPWS system can foster a strong social climate to enhance employee identification at the work group level. Second, as the nature of work is becoming increasingly more complex and interdependent, enabling not just individuals but also work groups to function effectively, it is critical for departments and work groups to promote a collective understanding of HRM messages with shared values and goals.Originality/valueThis research contributes towards a more comprehensive understanding of the HRM–performance chain as a complex social process underpinned by social identity theory. The authors demonstrate that social identification and social climate both play an important role in explaining how HPWS positively affects psychological empowerment and subsequent job performance.

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High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate

Cited by 87 publications

References 137 publications

The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

Mitigating Effect of Psychological Capital on Employees’ Withdrawal Behavior in the Presence of Job Attitudes: Evidence From Five-Star Hotels in Malaysia

High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks

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