THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS-LEVEL EFFECTS OF HIGH-PERFORMANCE WORK SYSTEMS ON EMPLOYEES' ATTITUDES

Drawing on emerging multilevel theorizing in human resources management, we tested a multilevel model of high-performance work systems (HPWS), using data obtained from 324 managers and 522 employees in 76 Japanese establishments. Results from cross-level analyses indicated that the relationships between establishment-level HPWS and employee job satisfaction and affective commitment were fully mediated by establishment-level concern for employees climate. These results shed new light on the mechanisms through which HPWS impacts employee outcomes and serve to bridge between macro and micro perspectives of human resource management. The research and practice implications of the findings are discussed.     

High-performance work systems and occupational safety

Two studies were conducted investigating the relationship between high-performance work systems (HPWS) and occupational safety. In Study 1, data were obtained from company human resource and safety directors across 138 organizations. LISREL VIII results showed that an HPWS was positively related to occupational safety at the organizational level. Study 2 used data from 189 front-line employees in 2 organizations. Trust in management and perceived safety climate were found to mediate the relationship between an HPWS and safety performance measured in terms of personal-safety orientation (i.e., safety knowledge, safety motivation, safety compliance, and safety initiative) and safety incidents (i.e., injuries requiring first aid and near misses). These 2 studies provide confirmation of the important role organizational factors play in ensuring worker safety.     

Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate

This study examined the mediating role of service climate in the prediction of employee performance and customer loyalty. Contact employees (N=342) from 114 service units (58 hotel front desks and 56 restaurants) provided information about organizational resources, engagement, and service climate. Furthermore, customers (N=1,140) from these units provided information on employee performance and customer loyalty. Structural equation modeling analyses were consistent with a full mediation model in which organizational resources and work engagement predict service climate, which in turn predicts employee performance and then customer loyalty. Further analyses revealed a potential reciprocal effect between service climate and customer loyalty. Implications of the study are discussed, together with limitations and suggestions for future research.     

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

With a growing body of literature linking systems of high-performance work practices to organizational performance outcomes, recent research has pushed for examinations of the underlying mechanisms that enable this connection. In this study, based on a large sample of Welsh public-sector employees, we explored the role of several individual-level attitudinal factors--job satisfaction, organizational commitment, and psychological empowerment--as well as organizational citizenship behaviors that have the potential to provide insights into how human resource systems influence the performance of organizational units. The results support a unit-level path model, such that department-level, high-performance work system utilization is associated with enhanced levels of job satisfaction, organizational commitment, and psychological empowerment. In turn, these attitudinal variables were found to be positively linked to enhanced organizational citizenship behaviors, which are further related to a second-order construct measuring departmental performance.     

THE IMPACT OF HUMAN RESOURCE MANAGEMENT AND WORK CLIMATE ON ORGANIZATIONAL PERFORMANCE

This paper examines relationships between human resource management (HRM), work climate, and organizational performance in the branch network of a retail bank. It extends previous research on group-level climate-performance and HRM-performance relationships and examines how climate and HRM function as joint antecedents of business unit performance. Significant correlations are found between work climate, human resource practices, and business performance. The results show that the correlations between climate and performance cannot be explained by their common dependence on HRM factors, and that the data are consistent with a mediation model in which the effects of HRM practices on business performance are partially mediated by work climate.     

WHO APPRECIATES FAMILY-RESPONSIVE HUMAN RESOURCE POLICIES: THE IMPACT OF FAMILY-FRIENDLY POLICIES ON THE ORGANIZATIONAL ATTACHMENT OF PARENTS AND NON-PARENTS

The 1991 General Social Survey of 745 randomly selected workers in the United States assessed the impact of family-responsive human resource policies, such as parental leave, flexible schedules, and child care assistance on organizational attachment. Employees who had access to family-responsive policies showed significantly greater organizational committment and expressed significantly lower intention to quit their jobs. Additionally, child care information referral had a greater impact on affective commitment among employees eligible for that benefit. The data supported the theory that offering assistance to employees in need symbolizes concern for employees and positively influences attachment to the organization. The contrasting theoretical explanation–that people are more attached to companies when they individually benefit from progressive human resource policies–received considerably less support. The practical implication of the study for human resource management professionals is that providing comprehensive family-friendly policies may have a positive impact beyond the individual employees who tap these benefits.     

Impact of high-performance work systems on individual- and branch-level performance: test of a multilevel model of intermediate linkages

We proposed and tested a multilevel model, underpinned by empowerment theory, that examines the processes linking high-performance work systems (HPWS) and performance outcomes at the individual and organizational levels of analyses. Data were obtained from 37 branches of 2 banking institutions in Ghana. Results of hierarchical regression analysis revealed that branch-level HPWS relates to empowerment climate. Additionally, results of hierarchical linear modeling that examined the hypothesized cross-level relationships revealed 3 salient findings. First, experienced HPWS and empowerment climate partially mediate the influence of branch-level HPWS on psychological empowerment. Second, psychological empowerment partially mediates the influence of empowerment climate and experienced HPWS on service performance. Third, service orientation moderates the psychological empowerment-service performance relationship such that the relationship is stronger for those high rather than low in service orientation. Last, ordinary least squares regression results revealed that branch-level HPWS influences branch-level market performance through cross-level and individual-level influences on service performance that emerges at the branch level as aggregated service performance.     

How innovation can alleviate negative consequences of demanding work contexts: The influence of climate for innovation on organizational outcomes

This study examines climate for innovation as a method by which negative organizational consequences of demanding work may be lessened. It was expected that a climate for innovation would enable employees to develop coping mechanisms or improved work‐related processes which counteract negative consequences of work demands. Extending the job demands‐resource model ( Karasek, 1979 ), we predicted and found that among the sample of 22,696 respondents from 131 healthcare organizations, organizational climate for innovation alleviated the negative effects of work demands on organizational performance. Thus, this study informs climate theories and guides practitioners' efforts to support the employees.     

An Evolutionary Perspective on Effective vs. Ineffective Pick-up Lines

ABSTRACT

The present study integrates social exchange, role theory, and climate research to suggest that employees who have contact with customers (“contact employees”) will reciprocate felt obligations of high-quality employment relationships (i.e., perceived organizational support [POS]). They do this by expanding their role in ways that are consistent with contextual behavioral expectations. A longitudinal survey of 1,387 contact employees and 666 supervisors in a large supermarket chain in Taiwan demonstrated that the positive relationship between POS and service-oriented organizational citizenship behavior (SOCB) role definitions was strengthened by service climate. In summary, organizational support resulted in expanded SOCB role definitions within a strong service climate, while this relationship was much weaker and not significant in weak service climate. I discuss theoretical and managerial implications through this empirical examination.     

Predicting Chinese human resource managers' strategic competence: Roles of identity,career variety,organizational support and career adaptability

Based on career construction theory, the predictors of human resource managers' strategic competence in the Chinese context were examined. Results from a survey administered to Chinese HR managers (N = 220) showed that professional identification, career variety and organizational support for strategic human resource management positively predicted Chinese human resource managers' strategic competence. In addition, career adaptability served as a significant mediator for the above relations. The results further showed that the effect of professional identification on career adaptability was stronger among employees who perceived a higher (vs. lower) level of organizational support for strategic human resource management. The corresponding moderated mediation model was also supported such that the indirect effect of professional identification on strategic competence was stronger among employees who perceived a higher (vs. lower) level of organizational support for strategic human resource management. These findings carry implications for career construction theory and human resource managers' career development in China.     

领导职业支持对组织公民行为的影响:心理资本的作用

本研究探讨领导职业支持对工作团队成员组织公民行为的影响机制,研究采用问卷调查法,以10个地市的66个工作团队303名成员为调查对象,在控制被试的教育程度、工作经验及人口统计学变量之后,运用多层线性模型分析领导职业支持与团队成员心理资本及其组织公民行为的关系。结果发现：（1）领导职业支持对团队成员心理资本和组织公民行为有积极促进作用;（2）无论在团队层次还是员工层次,领导职业支持对成员组织公民行为有积极促进作用,成员心理资本在二者之间起完全中介作用。     

EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS,AND CUSTOMER SATISFACTION

The construct of human resource (HR) attributions is introduced. We argue that the attributions that employees make about the reasons why management adopts the HR practices that it does have consequences for their attitudes and behaviors, and ultimately, unit performance. Drawing on the strategic HR literature, we propose a typology of 5 HR‐attribution dimensions. Utilizing data collected from a service firm, we show that employees make varying attributions for the same HR practices, and that these attributions are differentially associated with commitment and satisfaction. In turn, we show that these attitudes become shared within units and that they are related to unit‐level organizational citizenship behaviors and customer satisfaction. Findings and implications are discussed.     

高绩效工作系统负面影响的潜在机制

高绩效工作系统是一系列以提升组织绩效为目标的人力资源管理实践的集合或捆绑。已有研究发现高绩效工作系统也可能对员工产生负面影响。针对此问题, 本文首先澄清了高绩效工作系统的概念, 从管理理念分析其可能产生负面影响的原因。厘清了高绩效工作系统对组织和员工带来的不同效果, 从多元论的视角分析其负面影响的来源。基于工作要求−资源模型、自我决定理论、归因理论和过犹不及效应, 阐释高绩效工作系统对员工负面影响的内在机制。并进一步从个人和组织层面分析高绩效工作系统产生负面影响的边界条件。最后, 提出未来的研究方向和建议。     

互联网企业玩兴氛围对创新行为的跨层次作用机制

互联网企业通过营造快乐愉悦的玩兴氛围, 推动员工持续创新, 以期组织目标的实现。然而, 现有玩兴氛围与员工创新行为关系的研究以理论分析为主, 缺乏实证研究, 进展相对缓慢。在回顾组织管理领域玩兴研究成果的基础上, 开展三个方面的研究：研究一基于组织氛围理论和玩兴活动特征, 开发中国情境下互联网企业的团队玩兴氛围量表。研究二立足于团队层次, 依据资源保存理论重点探讨了玩兴氛围对员工创新行为的跨层次作用机制。研究三从创造力成分模型出发, 引入个体思维方式和多重认同, 探讨激发员工创新行为的边界条件。研究结果发展了中国互联网企业团队玩兴氛围的概念, 促进了玩兴氛围理论的发展, 为互联网类企业营造玩兴氛围以激发创新行为提供理论支持和实践启示。     

高绩效工作系统对员工心理契约破裂的影响:一个跨层的被调节中介

对北京、上海、山东、辽宁等地39家企业的52名人力资源经理和253名员工进行配对问卷调查,用跨层次分析方法,考察了高绩效工作系统(HPWS)对员工心理契约破裂的影响及其作用机制。研究发现:组织实施的HPWS(O-HPWS)与员工心理契约破裂显著负相关,员工体验的HPWS(E-HPWS)在这一过程中起完全中介作用;互动公平氛围调节了O-HPWS与E-HPWS的关系,且进一步调节了上述中介作用。     

情绪劳动的效应、影响因素及作用机制

情绪劳动是指员工遵照一定的组织规则, 在工作场所与顾客互动过程中进行的情绪调节。研究证明情绪劳动对组织情境中一系列结果变量影响显著, 既有积极影响也有消极影响, 作用对象包括施动者员工、受动者顾客和规则制定者组织。情绪劳动与结果变量的关系受多个员工、工作和顾客特征变量的影响。资源保存理论为情绪劳动的作用机制提供了一种有力的解释。即时、短期与长期效应的整合、指向内部顾客的情绪劳动以及组织氛围的影响是未来研究值得关注的方向。     

Job Insecurity Spillover to Key Account Management: Negative Effects on Performance,Effectiveness, Adaptiveness,and Esprit De Corps

Most of the existing research on outcomes of job insecurity has identified individual-level burdens such as reduced attitudinal attachments toward work and well being. Far fewer studies have examined work-related outcomes that are of substantial concern to organizational success. In this paper, we investigated four new work-related outcomes of job insecurity that are part of the literature on key account management (KAM): customer performance, effectiveness with customers, adaptiveness to changing competitive conditions, and esprit de corps. A total of 353 U.S. based employees participated. The findings of this research suggest that job insecure workers perceive their organizations to be ineffective in delivering on all four KAM outcomes.     

Trust in the face of conflict: the role of managerial trustworthy behavior and organizational context

The authors explored the role of attributions in shaping employees' trust in their managers in the context of negative events. The authors examined how 2 forms of managerial trustworthy behavior (open communication and demonstrating concern for employees) and organizational policies relate to attributions, trust in the manager, and organizational citizenship behavior. Participants were 115 credit union employees who responded to a critical incident regarding a disagreement with their managers. As hypothesized, trustworthy behavior was negatively related to attributions of personal responsibility for negative encounters, and this relationship was stronger when human resource policies were perceived as unfair. Managerial trustworthy behavior was also positively related to trust in the manager and organizational citizenship behavior. Personal attributions partially mediated the relationship between trustworthy behavior and trust.     

组织认同一定会促进亲组织非伦理行为吗？社会责任型人力资源管理的作用

基于社会认同理论,以社会责任型人力资源管理作为组织道德性的线索,探讨其对组织认同与亲组织非伦理行为之间关系的调节作用及其对亲组织非伦理行为的直接影响。采用多层线性建模技术进行数据分析,结果表明：当社会责任型人力资源管理水平低时,组织认同正向影响亲组织非伦理行为;当社会责任型人力资源管理水平高时,组织认同对亲组织非伦理行为没有显著影响;社会责任型人力资源管理对亲组织非伦理行为具有抑制作用。     

组织认同一定会促进亲组织非伦理行为吗？社会责任型人力资源管理的作用

基于社会认同理论,以社会责任型人力资源管理作为组织道德性的线索,探讨其对组织认同与亲组织非伦理行为之间关系的调节作用及其对亲组织非伦理行为的直接影响。采用多层线性建模技术进行数据分析,结果表明：当社会责任型人力资源管理水平低时,组织认同正向影响亲组织非伦理行为;当社会责任型人力资源管理水平高时,组织认同对亲组织非伦理行为没有显著影响;社会责任型人力资源管理对亲组织非伦理行为具有抑制作用。