Looking at both sides of high-performance work systems and individual performance: a job demands−resources model

2021 ◽  
pp. 1-21
Author(s):  
Yuan-Ling Chen ◽  
Shyh-Jer Chen
Keyword(s):  
Attribution Theory ◽  
High Performance ◽  
Job Demands ◽  
Individual Performance ◽  
Dual Process ◽  
Job Resources ◽  
Creative Performance ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Employee Burnout

Abstract In this study, we show how high-performance work systems (HPWS) in an organization can significantly affect employees' creative performance and burnout. To do this, we propose and test a dual-process framework that is based on HR attribution theory, ability−motivation−opportunity theory, micro- and macro-theoretical perspectives, and the job demands−resources (JD-R) model. Using data from a multisource field study with a sample of 311 participants, we found that HPWS benefited employee creative performance and did not lead to employee burnout. However, HPWS affected both job demands and job resources when employees adopted self-protection and self-enhancement strategies. Also, we found that HPWS had unique indirect effects on employee creative performance via job resources whereas job demands fully mediated the relationship between HPWS and employee burnout. The findings shed light on key aspects of HR attribution theory. We discuss accompanying theoretical and practical implications.

scholarly journals Delighting the Customer: Creativity-Oriented High-Performance Work Systems, Frontline Employee Creative Performance, and Customer Satisfaction

2016 ◽  
Vol 45 (2) ◽  
pp. 728-751 ◽  
Author(s):  
Ieva Martinaityte ◽  
Claudia Sacramento ◽  
Samuel Aryee
Keyword(s):  
Customer Satisfaction ◽  
Structural Equation ◽  
High Performance ◽  
Need Satisfaction ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Frontline Employees ◽  
Creative Performance ◽  
Work Systems ◽  
High Performance Work Systems

Drawing on self-determination theory, we proposed and tested a cross-level model of how perceived creativity-oriented high-performance work systems (HPWS) influence customer satisfaction. Data were obtained from frontline employees (FLEs), their managers, and branch records of two organizations (retail bank and cosmetics) in Lithuania. Results of multilevel structural equation modeling analyses revealed partial support for our model. Although perceived creativity-oriented HPWS related to creative performance at the individual level, this effect was mediated solely by need satisfaction and not by creative process engagement nor by a serial mediation of both variables as we hypothesized. However, as we did hypothesize, average branch creative performance related to branch customer satisfaction. We interpret our findings as underscoring the utility of perceived creativity-oriented HPWS in fostering FLEs’ creative performance and ultimately, customer satisfaction.

Examining the “dark-side” of high performance work systems in the Greek manufacturing sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Panagiotis V. Kloutsiniotis ◽  
Anastasia A. Katou ◽  
Dimitrios M. Mihail
Keyword(s):  
Role Conflict ◽  
Work Engagement ◽  
High Performance ◽  
Role Ambiguity ◽  
Manufacturing Sector ◽  
Job Demands ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Work Pressure

PurposeThe present study follows the conflicting outcomes perspective of Human Resources Management (HRM) and examines the effects of employees' perceptions of high performance work systems (HPWS) on job demands (role conflict, role ambiguity and work pressure) and work engagement (vigor and dedication).Design/methodology/approachStructural Equation Modeling (SEM) was used on a sample of 524 front-line employees across three Greek manufacturing companies.FindingsThe findings show that HPWS is negatively associated with all three job demands. Hence, the “critical perspective” is not supported. In turn, role conflict and role ambiguity reduce employees' work engagement, although the third job demand included in the study (work pressure) showed a positive relationship on dedication. Last but not least, this study calculates HPWS as both a system and as subsets of HRM practices, and provides useful insights regarding the differences between the two different measurement methods.Practical implicationsThe present study brings further empirical evidence in the HRM field by examining whether HPWS is good or bad for employee well-being. Moreover, the findings underscore the detrimental impact that job demands may have on employees' work engagement, and highlights the fact that HPWS might not necessarily be a “win-win” scenario for employees and employers.Originality/valueThis study follows the most recent developments in the HRM literature and examines the dark (negative) approach of HPWS in the Greek manufacturing sector. Finally, theoretical and managerial implications are drawn for improving our understanding of how HPWS influences job demands and ultimately employees' work engagement.

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