Perceived High-performance Work System and Employee Performance: Role of Self-efficacy and Learning Orientation

Abstract

The present study focuses on exploring the role of self-efficacy between high-performance work system (HPWS) and learning orientation. Further, the role of learning orientation between HPWS and employee performance (EP) has also been evaluated. Additionally, the impact of HPWS on employee performance when moderated by self-efficacy and mediated by learning orientation has been studied. The model has been tested in the service sector (banking sector). The data obtained have been duly validated with the help of confirmatory factor analysis. Structural equation modeling has been used for hypotheses testing. The results indicate that self-efficacy moderates the relationship between the HPWS and learning orientation. In addition, learning orientation mediates the relationship between the HPWS and employee performance relationship. The results further reveal that the learning orientation mediates the interaction effect of HPWS and self-efficacy on employee performance (moderated mediation). Finally, the managerial implications, limitations and scope for future research have been discussed.

Influence of high-performance work systems on intrapreneurial behavior

“…In turn, employees might take it as a "goodwill" gesture intended to improve employee performance and attach positive meaning to it to exert their cognitive and physical energies at work. This study's findings validate the assertion that a bundle of strategic HRM practices might positively affect employees' behaviors (Bal et al, 2013;Jyoti and Dev, 2016). Van De Voorde et al (2012) documented that when HRM practices are integrated to form a bundle of HPWS, it creates a synergistic effect that enhances employees' quality of functioning at the workplace.…”

“…For doing so, organizations need their employees to take more risks, be more innovative and proactive; in other words, be intrapreneurial. To get employees involved in extra-role behavior, organizations need to provide HPWS (Jyoti and Dev, 2016;Ogbonnaya and Valizade, 2016).…”

Intrapreneurial behavior, big five personality and individual performance

“…This is because corporate aims are attained only by workers performance (Gberevbie, 2010a, 2010b). Vicious competitive pressure and other corporate ultimatums can only be tackled by managers with high individual performance (IP) (Jyoti and Dev, 2017).…”

“…Despite the fact that superior managerial and employee performance are necessary in confronting corporate challenges (Jyoti and Dev, 2017), more than half of the global workforce sort their managers as poor performers (Watson, 2012). In addition, employee performance has been poor among the workforce of MEs compared to larger companies in the developing countries (Kelana et al , 2016).…”

HPWSs and employee performance in KIBS companies: a mediating–moderating analysis

“…In the context of knowledge-intensive work in KIBS companies and given the results of our work with regard to self-efficacy, it is also worthwhile to pay attention to another aspect; managers and HR specialists may be able to strengthen employee self-efficacy via evaluation, communication or crafting. This recommendation stems from studies that established that self-efficacy may increase efficiency when employees know the general goal and receive specific feedback connected with its realisation (Jyoti and Dev, 2016). Another significant recommendation is to provide employees with resources, support and job crafting, while considering the balance between control and autonomy, and specific tasks suited to knowledge workers together with the characteristics of their task functioning.…”