Manufacturing Advantage: Why High-Performance Work Systems Pay Off

https://ro.ecu.edu.au/cgi/viewcontent.cgi?article=9349&context=ecuworkspost2013

Psychosocial work environment, work engagement, and employee commitment: a moderated, mediation model.

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It’s not fair

Research on high-performance work system (HPWS) has primarily drawn from social exchange theory and human capital theory to unlock the underlying mechanisms in relation to employee performance. In addition to social exchange theory and human capital theory, a personal resources perspective can also be used to explain the effects of HPWS. In this cross-level research, we examined the mediating roles of social exchange and thriving, and the moderating role of proactive personality in the relationships between HPWS and task performance and organizational citizenship behavior (OCB) by analyzing a sample of 391 employees and 84 supervisors from 21 firms in China. Using multilevel analyses, social exchange and thriving were found to mediate the effects of HPWS on employee task performance and OCB. Furthermore, proactive personality attenuated HPWS’s direct effect on thriving and indirect effects on employee task performance and OCB through thriving. Finally, we discuss theoretical contributions, and practical implications of the study, as well as future research directions.

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

A meta-analysis of the predictors and consequences of organization-based self-esteem

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.

/pdf/how-do-high-performance-work-systems-affect-individual-20uuorpog2.pdf

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

Drawing from cognitive and emotional perspectives, the purpose of this paper is to theorize and test a dual-pathway model in which moral disengagement and anger toward organization act as two explanatory mechanisms of the association between perceived overqualification and employee cyberloafing. The authors further proposed that the strengths of these two mediating mechanisms depend on employee moral identity.,The authors used hierarchical linear modeling to examine the hypotheses by analyzing a sample of 294 employees working in 71 departments in China.,Results revealed that moral disengagement and anger toward organization mediated the positive link between perceived overqualification and cyberloafing beyond the influence of social exchange. Furthermore, moral identity attenuated the association between the mediators (i.e. moral disengagement and anger) and cyberloafing and the indirect relationship between perceived overqualification and cyberloafing.,Extant studies have examined the effects of perceived overqualification on employee behaviors in terms of task performance, organizational citizenship behavior, proactive behavior, as well as withdrawal behavior. The study expands this line of research by empirically investigating whether and how perceived overqualification influences cyberloafing.

Are overqualified employees bad apples? A dual-pathway model of cyberloafing

How does responsible leadership affect employees' voluntary workplace green behaviors? A multilevel dual process model of voluntary workplace green behaviors

Although scholars have suggested that employees often carefully consider social contexts before enacting voice, few studies have explored whether firms foster employee voice behavior by adopting a set of systematic HR practices, namely, high-commitment work systems (HCWS). By integrating the literature on HCWS and voice, the purpose of this paper is to explore the mechanisms of how HCWS utilization influences employee voice.,The authors adopted multilevel analyses with HLM software to examine the research hypotheses. The authors collected data from a sample of 290 employees and 58 line managers from 11 software design and development firms in China.,HCWS utilization positively affected employee-experienced HCWS which enhanced psychological safety and perceived organizational support, and in turn employee voice behavior. In addition, HCWS utilization positively influenced employee-experienced HCWS, and subsequently increased voice efficacy. However, contrary to the expectations, voice efficacy was not related to employee voice.,The study is the first to integrate research on HCWS and voice. By building on the theory of planned behavior, the authors provide new insights into the relationship between HCWS utilization and employee voice and inspire researchers to elucidate other explanatory mechanisms in this link.

/pdf/high-commitment-work-systems-and-employee-voice-a-multilevel-5fhv65jd55.pdf

Yajun Zhang

Papers

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

Are overqualified employees bad apples? A dual-pathway model of cyberloafing

How does responsible leadership affect employees' voluntary workplace green behaviors? A multilevel dual process model of voluntary workplace green behaviors

High-commitment work systems and employee voice: A multilevel and serial mediation approach inside the black box