How and When High‐Performance Work Systems Affect Employee Outcomes in the Hospitality Industry: The Role of Followership and Job Specialization

Abstract

Previous studies have indicated that high‐performance work systems (HPWSs) influence employees' work outcomes within organization. However, very few studies have investigated the effects of HPWSs from the perspective of followership and job specialization. Drawing from social exchange theory, this study explores the mediating role of followership and the moderating role of job specialization in the relation between HPWSs and employee outcomes. The data from 391 restaurant employee–manager pairs in four stores in China indicate that active engagement followership mediates the effects of HPWSs on employee turnover intention and organizational citizenship behaviors (OCB), and job specialization moderates the direct effects of HPWSs on employee job performance and OCB. Specifically, employees in roles with a higher degree of specialization are more likely to be influenced by HPWSs. The findings provide new insights into human resource practices within organization, emphasizing the roles of followership and job specialization.