High-performance work systems in public service units: examining the social capital and ambidexterity as mediating process

Abstract

PurposeThis study clarifies how intra-organizational social capital (IOSC) and unit-organizational ambidexterity (UOA), using resource-based view and dynamic capability theory, together support organizational value creation. While there is research in strategic human resource management (SHRM) exploring the role of resources and its uses, there remains limited understanding of how resources are linked and their effective utilization in the service sector. This study aims to examine the mediating process linking employee-experienced service-oriented high-performance work systems (SHPWS) experienced by employees and service performance by integrating IOSC and UOA.Design/methodology/approachThis study uses time lagged data from managers and employees of different branches of Chinese state-owned banks. To test the proposed hypotheses, path analysis was applied.FindingsThe path analysis results reveal that employee-experienced SHPWS is an important antecedent of service performance. Moreover, IOSC (as resources) and UOA (uses) strongly mediate the theorized relationship.Originality/valueThis study attempts to refine theory and practice with clearer, more insightful and coherent means to better understand and help unpack the ‘black box’ between SHPWS-performance relationships through a new linkage model.

Self-Controlled Perspective: Nurses’ Perceived Social Undermining and Knowledge-Sharing Behavior in Public Hospitals

“…Te results demonstrate no common method bias and verifed that the constructs were sufciently distinct. Tese results increase confdence that common method bias (CMB) is not a likely contaminant of the results observed in this study and that our measures are sufciently free of overlap and consistent with previous studies [94][95][96].…”

The impact of employees’ experience of high-performance work systems on innovative behavior in professional service firms

“…Recent studies suggest that there are differences in managers’ and employees’ reports regarding the implementation of HRM practices in organizations. These studies suggest that an analysis of employees’ individual experiences of HRM practices on their behaviors can provide a better understanding as compared to the managerial perspective ( Ali et al, 2022 ; Kim et al, 2023 ). In line with these arguments, this study uses employees’ reports to gauge their perceptions of HRM systems and resultant impact on their behaviors.…”

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

“…These functions align with the PIRK model (measuring HIWPs) that predicted characteristics of job resources ( Demerouti et al, 2001 ). Employee customer service and customer-centered perceptions, approaches, behaviors, and practices, encouraged and rewarded by the organizations, are enhanced and emphasized by HIWPs ( Ali et al, 2022 ). Firstly, service-centered information-sharing practices emphasize the importance of planning and communicating customer-oriented strategies to employees.…”