The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective

Abstract

This study examines the role of procedural justice and power distance in the relationship between high-performance work systems (HPWSs) and employee attitudes (affective commitment and job satisfaction). The study tests the mediating role of procedural justice on the relationships between HPWS and employee attitudes and the moderating role of power distance in this relationship. The results, based on a sample of 1,383 employees across 23 firms from three countries, indicate that HPWS is strongly related to employee attitudes. The results also indicate that procedural justice mediates the influence of HPWS on employee attitudes.

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

“…HPWS emphasize designing compensation systems that encourage and reward high performance on the part of employees, such as pay for performance and team-based pay (Arthur, 1994;Beltran-Martin et al, 2008;Chi & Lin, 2011;Delany & Huselid, 1996;Evans & Davis, 2005;Guthrie, 2001;Kwon et al, 2010;Messersmith & Guthrie, 2010;Messersmith, Guthrie, Ji, & Lee, 2011;Way, 2002;Wu & Chaturvedi, 2009). For human service nonprofits, where the ability to provide high compensation and significant raises may be constrained by resource scarcity, a set of high-performance compensation strategies may also include the use of monetary and non-monetary benefits, such as extra days off from work.…”

“…Training and development is a core component of HPWS, as the more an organization invests in its employees, the more there should be a highly trained and engaged workforce (Arthur, 1994;Becker & Huselid, 1998;Beltran-Martin et al, 2008;Delery & Shaw, 2001;Guthrie, 2001;Huselid, 1995;Kwon et al, 2010;Messersmith & Guthrie, 2010;Messersmith, Patel, & Lepak, 2011;Way, 2002;Wu & Chaturvedi, 2009). That being said, studies of voluntary turnover have had mixed findings concerning the impact of training and development (Curry, McCarragher, & Dellmann-Jenkins, 2005;Haines, Jalette, & Larose, 2010;Ito, 2003;Moynihan & Landuyt, 2009;Selden & Moynihan, 2000;Shaw, Delery, Jenkins, & Gupta, 1998).…”

“…Performance appraisals and the overall performance management system are included in many studies of HPWS (Beltran-Martin et al, 2008;Chi & Lin, 2010;Chow, 2004;Huselid, 1995;Kling, 1995;Kwon et al, 2010;Messersmith & Guthrie, 2010;Wu & Chaturvedi, 2009). While an organization may hire qualified employees and invest in their training and development, periodic assessment of the performance of these employees is important, for both the organization and the employee (Selden & Sowa, 2011).…”

“…A high performance work system (HPWS) is built around eight core high performance work practices (HPWPs; Arthur, 1994;Becker & Huselid, 1998;Beltran-Martin et al, 2008;Delery & Shaw, 2001;Fernandez-Araoz et al, 2009;Guthrie, 2001;Huselid, 1995;Kwon et al, 2010;Messersmith & Guthrie, 2010;Messersmith, Patel, & Lepak, 2011;Selden, 2009;Way, 2002;Wu & Chaturvedi, 2009). Implicit in this framework is the notion that a HPWS contains a set or bundle of HPWPs, and that each HPWP contains a set or bundle of HR and management practices that are "interrelated and internally consistent, and 'more is better'" with respect to the impact on organizational outcomes, such as turnover and performance (MacDuffie, 1995, p. 204).…”

Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality

“…Procedural justice also differs from interactional justice, which refers to how individual employees are treated with dignity, respect, and with sufficient explanation, normally by their supervisors (Aryee et al 2004). Procedural justice is a major justice-related factor motivating employee cooperative behavior and enhancing job-related performance (Aryee et al 2004;Brebels et al 2011a, b;Cohen-Charash and Spector 2001;Wu and Chaturvedi 2009).…”