High-performance Work Systems and Employee Job Performance: A Self-concept Perspective

Abstract

Abstract: Existing researches mainly use human capital theory, resource-based theory, social exchange theory and social information processing theory to explain mediating mechanisms in high-performance work systems (HPWS), but none explores how HPWS influences its outcomes through employee self-concept. Therefore, this study examines the mediating role of organization-based self-esteem (OBSE) in HPWS-employee job performance linkage from the perspective of self-concept. In addition, we test the moderating role of HPWS differentiation (DHPWS) playing in the linkage between HPWS and employee OBSE. We examine the hypotheses proposed with matched field data collected from 83 department supervisors and 388 employees. The results of the hierarchical linear modeling reveal that OBSE mediates the relationship between HPWS and employee job performance. Moreover, DHPWS moderates the relationship between HPWS and employee OBSE, such that the relationship is stronger for departments with low DHPWS than for departments with high DHPWS. Finally, the results of multilevel moderated mediation analysis show that DHPWS moderates the mediating effect of OBSE on the relationship between HPWS and employee job performance. This mediating effect is strong when DHPWS is low.

Key words: high-performance work systems, organization-based self-esteem, job performance, HPWS differentiation

Zhang Junwei, Long Lirong, Wang Taolin. High-performance Work Systems and Employee Job Performance: A Self-concept Perspective[J]. , 2017, 29(3): 136-146.

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