Purpose – The purpose of this investigation is to analyze the role of perceived organizational support (POS) and intrinsic motivation in the relationship between high-performance work systems (HPWS) and job satisfaction. Design/methodology/approach – The sample used in this study consists of 180 engineers from 25 companies. The model entails a cross-level moderated mediation process that was tested using multilevel structural equation modeling. Findings – This research shows that the effect of HPWS via POS on job satisfaction is stronger among engineers with low intrinsic motivation than engineers with high intrinsic motivation. Practical implications – Given the findings of this paper, organizations are advised to consider the importance of HPWS perceptions and intrinsic motivation to help strengthen engineer satisfaction. Originality/value – This is the first study to provide evidence for the mediating effect of POS in the relationship between employees’ shared perceptions of the HPWS implemented at their companies and their job satisfaction, and the moderating role of employee intrinsic motivation in the relationship between POS resulting from HPWS and job satisfaction.
Although political skill has received extensive and growing attention over the past decade, to date most research has focused on its direct relationship with individual outcomes. Only recently, a few researchers have begun to investigate the intermediate linkages between political skill and its outcomes. Based on social support and resources conservation theories, the current study explores the mediating role of perceived organizational support (POS) in the relationships between political skill and two relevant outcomes: work role performance (data provide by two different sources) and intention to leave. Moreover, it examines the moderating role of political skill in the relationships POS-work role performance and POS-intention to leave. Results, in a sample of engineers, support the proposed relationship except for the moderating role of political skill in the relationship POS-intention to leave. This research contributes to the political skill and POS literatures and, hopefully, it will stimulate more interest in these important areas of inquiry.
Mergers and acquisitions can be a mechanism used by firms to access innovative knowledge, including intellectual property, and to strengthen and expand their core capabilities. In the mergers and acquisition context, the creation of value depends on the transfer of capabilities and knowledge being carried out successfully during the post-acquisition integration process. The paper adopts this view. It examines the role of the top management and personnel who hold knowledge and skills linked to the capability of the acquired firm considered most valuable by the acquiring firm in the transfer of knowledge from the acquired firm to the acquiring firm. The paper also examines whether the impact of the retention of the acquired firm's high-value human resources (HVHR) on knowledge transfer is moderated by the degree of embeddedness of the knowledge to be transferred. Furthermore, the study identifies the factors that influence the retention of the acquired firm's HVHR. We tested the model using data from a sample of 57 domestic, related, friendly Spanish mergers and acquisitions belonging to a wide variety of industries. The results support the notion that the more embedded the knowledge, the greater the impact of the acquired firm's HVHR retention on the knowledge transfer. They also show that the autonomy granted to the acquired firm, the frequency of use of rich media among the personnel of both firms, and the acquired firm's pre-acquisition profitability are factors encouraging the acquired firm's HVHR to remain. The study contributes to the literature on knowledge transfer in mergers and acquisitions by highlighting the relevance of retention of the acquired firm's HVHR for knowledge transfer, as well as demonstrating the importance of taking into consideration the nature of the knowledge to be transferred. It also contributes to the literature on the implementation process in mergers and acquisitions by identifying factors available to managers to favor HVHR continuity in the acquiring firm or the one resulting from the merger.
Advances in the research of work performance have been due in large part to the conceptualization of performance as a multidimensional construct. Recently, Griffin, Neal, and Parker (2007), have identified three different dimensions of work role performance: proficiency, adaptivity, and proactivity. Social effectiveness constructs (i.e., political skill) have been receiving increased attention in research and there have been recent calls for further research in the area. This study compares the explanatory capacity of political skill, professional experience and intrinsic motivation in the prediction of engineers' proficiency, adaptivity, and proactivity. The relationships were tested with structural equations analysis of 180 supervisor‐engineer dyad data. Results indicate that the three dimensions of individual work performance are significantly influenced by political skill and professional experience, but not by intrinsic motivation. The results also indicate that political skill is the strongest predictor. © 2014 Wiley Periodicals, Inc.
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