How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective

Abstract

Research on high-performance work systems (HPWS) has suggested that a potential disconnection may exist between organizational-level HPWS and employee experienced HPWS. However, few studies have identified factors that are implied within such a relationship. Using a sample of 397 employees, 84 line managers, and 21 HR executives in China, we examined whether line managers’ goal congruence can reduce the difference between organizational-level HPWS and employee experienced HPWS. Furthermore, this study also theorized and tested organization-based self-esteem (OBSE) as a mediator in the associations between employee experienced HPWS and job performance and job satisfaction. Using multilevel analyses, we found that line managers’ goal congruence strengthened the relationship between organizational-level HPWS and employee experienced HPWS, such that the relationship was significant and positive when line managers’ goal congruence was high, but a non-significant relationship when line managers’ goal congruence was low. Moreover, employee experienced HPWS indirectly affected job performance and job satisfaction through the mechanism of OBSE beyond social exchange perspective.

High‐performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality

“…As a result, managers should pay more attention to the implementation process when introducing HPWS into organizations. Research has suggested that supervisors' HR responsibility and goal congruence with their organizations are the pivotal factors facilitating their implementation efforts of HPWS (Whittaker and Marchington 2003;Zhang et al 2018). Thus, the implementation of HPWS should be included in a supervisor's job description.…”

High‐Performance Work Practices and Job Satisfaction: Gender's Moderating Role

“…Zhang et al . () found a positive effect of HPWP on job satisfaction. In light of these results, and given our focus on job satisfaction, we follow the optimistic view, assuming that HPWPs are positively related to job satisfaction.…”

“…A number of studies in strategic human resource management (HRM) state that organizational performance is substantially supported by high‐performance work practices (HPWPs) (Huselid, ; Appelbaum et al ., ; Combs et al ., ; Saridakis et al ., ; Jiang and Messersmith, ). Recently, an increasing number of studies have addressed employee outcomes (e.g., job satisfaction, commitment, and turnover) in order to better understand the relationships between HPWPs and organizational performance (e.g., Van de Voorde et al ., ; Jiang et al ., ; Van de Voorde and Beijer, ; Ogbonnaya et al ., ; Hauff et al ., ; Ogbonnaya and Messersmith, ; Zhang et al ., ).…”

“…Traditionally, research in strategic HRM has analyzed HPWPs' effects on company performance (Combs et al ., ; Macky and Boxall, ; Saridakis et al ., ; Jiang and Messersmith, ). More recently, an increasing number of studies have addressed HPWPs' influences on employee well‐being, including aspects such as employees' physical and psychological health, social well‐being, commitment, and job satisfaction (e.g., Van de Voorde et al ., ; Van de Voorde and Beijer, ; Ogbonnaya et al ., ; Ogbonnaya and Messersmith, ; Zhang et al ., ). The increased interest can be attributed to employee well‐being's mediation role between HPWPs and company performance, i.e.…”

High‐Performance Work System and Employee Performance: The Mediating Roles of Social Exchange and Thriving and the Moderating Effect of Employee Proactive Personality

“…Research has suggested that high-performance work system serves as an important component that enables organizations to become more effective and get competitive advantage (Zhang et al, 2018;Aryee et al, 2012;Toya et al, 2009;Bowen & Ostroff, 2004;Liao et al, 2009,). Highperformance work system (HPWS) refers to as the application of internally coherent, consistent and steady human resource practices intended in improving employee commitment, their competence as well as motivation (Aryee et al, 2012;Datta et al, 2005).…”