Data_Sheet_1_How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective.docx (12.45 kB)

Data_Sheet_1_How Do High-Performance Work Systems Affect Individual Outcomes: A Multilevel Perspective.docx

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posted on 24.04.2018 by Junwei Zhang, M. Naseer Akhtar, P. Matthis Bal, Yajun Zhang, Usman Talat

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.

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