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

Junwei Zhang1, M Naseer Akhtar2, P Matthijs Bal3

  • 1College of Economics and Management, Huazhong Agricultural University, Wuhan, China.

Frontiers in Psychology
|May 11, 2018
PubMed
Summary
This summary is machine-generated.

Line managers

Keywords:
high-performance work systemsjob performancejob satisfactionline managers’ goal congruenceorganization-based self-esteem

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Area of Science:

  • Management and Organizational Behavior
  • Human Resource Management
  • Industrial-Organizational Psychology

Background:

  • A gap often exists between high-performance work systems (HPWS) designed by organizations and employees' actual experiences of these systems.
  • Factors influencing this HPWS perception gap remain underexplored in existing research.
  • Understanding this disconnect is crucial for effective HPWS implementation.

Purpose of the Study:

  • To investigate the role of line managers' goal congruence in bridging the gap between organizational HPWS and employee-experienced HPWS.
  • To examine organization-based self-esteem (OBSE) as a mediator linking employee-experienced HPWS to job performance and job satisfaction.
  • To explore the psychological mechanisms beyond social exchange theory that influence employee outcomes.

Main Methods:

  • Multilevel analysis was employed using data from 397 employees, 84 line managers, and 21 HR executives in China.
  • The study assessed organizational-level HPWS, employee-experienced HPWS, line managers' goal congruence, and organization-based self-esteem (OBSE).
  • Regression analyses were used to test mediation and moderation effects.

Main Results:

  • Line managers' goal congruence significantly moderated the relationship between organizational HPWS and employee-experienced HPWS.
  • The positive association between organizational HPWS and employee experience was significant only when line managers' goal congruence was high.
  • Employee-experienced HPWS positively influenced job performance and job satisfaction indirectly through organization-based self-esteem (OBSE).

Conclusions:

  • High goal congruence among line managers is essential for aligning organizational high-performance work systems (HPWS) with employee perceptions.
  • Organization-based self-esteem (OBSE) acts as a key psychological mechanism through which experienced HPWS enhance job performance and satisfaction.
  • These findings offer valuable insights for optimizing HPWS implementation and improving employee well-being and productivity.