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Unlocking the black box: exploring the link between high-performance work systems and performance.

Jake G Messersmith¹, Pankaj C Patel, David P Lepak

¹Department of Management, University of Nebraska at Kearney, Kearney, NE 68849, USA. messersmitjg@unk.edu

The Journal of Applied Psychology

|July 27, 2011

Summary

High-performance work systems boost employee attitudes like job satisfaction and commitment, leading to better organizational citizenship behaviors and improved departmental performance in the public sector.

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Area of Science:

Organizational Psychology
Human Resource Management

Background:

A growing body of literature links high-performance work systems (HPWS) to organizational performance.
Research is increasingly focused on understanding the mechanisms connecting HPWS to performance outcomes.

Purpose of the Study:

To explore individual-level attitudinal factors (job satisfaction, organizational commitment, psychological empowerment) and organizational citizenship behaviors as mediators.
To examine how human resource systems influence organizational unit performance.

Main Methods:

Utilized a large sample of Welsh public-sector employees.
Employed a unit-level path model to analyze the relationships between HPWS, attitudinal factors, organizational citizenship behaviors, and departmental performance.

Main Results:

Department-level HPWS utilization was positively associated with higher job satisfaction, organizational commitment, and psychological empowerment.
These attitudinal variables positively influenced organizational citizenship behaviors.
Organizational citizenship behaviors were linked to enhanced departmental performance.

Conclusions:

HPWS positively impact employee attitudes, which in turn drive citizenship behaviors and ultimately improve unit performance.
The study provides empirical support for a mediating role of employee attitudes and behaviors in the HPWS-performance link within the public sector.