Extant research on high-performance work systems (HPWS) has primarily examined the effects of HPWS on firm-level performance from a macro perspective and mostly in manufacturing settings. This study extends this literature by integrating social exchange theory and human capital theory perspectives to examine how shop-level HPWS affect employee individual performance in the service context, especially focusing on the small-scale professional service organizations. Data collected from multiple sources included 97 hair salon shop owners and 284 hairdressers as well as objective job performance measured in terms of each hairdresser's average monthly service sales. Results from cross-level analysis indicated that the relationship between shop-level HPWS and employee job performance was mediated by employee affective commitment and their human capital. These findings shed new light on the mechanisms through which HPWS impact employee outcomes and serve to bridge between macro and micro perspectives of human resource management.

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PurposeThe purpose of this paper is to examine the relationship between sense of calling and work meaningfulness with job crafting as a mediator and spiritual leadership as a moderator.Design/methodology/approachAdopting a three-wave procedure, data were collected from 333 participants across industries from Guangdong province, China.FindingsResults indicate that job crafting partially mediates the relationship between employee sense of calling and work meaningfulness. Moreover, the positive relationship between job crafting and work meaningfulness is more significant when spiritual leadership is high than when it is low. Additionally, spiritual leadership moderates the indirect relationship of sense of calling and work meaningfulness through job crafting such that the indirect effect of sense of calling is stronger when spiritual leadership is high than when it is low.Originality/valueBased on self-determination theory, this study adds to current literatures examining the importance of sense of calling on a person's career and explores the boundary conditions, which bring desirable outcomes.

The sense of calling has emerged as a burgeoning research interest for the past decade due to its close connection to the meaningfulness of work. However, the effects of a sense of calling and how it functions in the workplace remain unclear. This study aims at enhancing the concept of calling and understanding its application in organizations. Therefore, a cross-level model was proposed according to data collected from 24 organizations in Taiwan. As a result, our study demonstrated that sense of calling is positively related to individual performance, and the supportive organizational climate also plays an important role in the relationship between sense of calling and contextual performance. Consequently, by incorporating factors at both the organizational and individual levels into the mechanism of calling, a valuable insight into and application of an individual’s sense of calling in the work context has been established, and management implications were also provided.

This study aims to examine the mediating effect of job crafting on the relationship between job autonomy and career commitment, as well as the moderating effect sense of calling has on job crafting and career commitment. The data for this three-wave study were collected from 350 R&D engineers at 25 high-tech companies in Guangdong Province, China. The PROCESS macro for SPSS was used to analyze the proposed hypotheses. The results revealed that (a) job crafting mediates the positive relationship between job autonomy and career commitment and (b) sense of calling moderates the indirect effect of job autonomy and career commitment through job crafting, such that the indirect effect is stronger in people with higher sense of calling than those with lower sense of calling. Theoretical and practical implications of the findings are discussed.

Our study aims to examine the outcomes of Western-based high-performance work systems (HPWS) from two separate workplace events (job discretion and work intensification) in a Chinese context. Based on Affective Events Theory (AET), employee reactions and job satisfaction may vary depending on their working environment. We applied hierarchical linear modeling (HLM) to analyze data collected from 34 human resources managers and 354 employees working in the Chinese manufacturing and service industries. Our study demonstrates that workplace events based on HPWS may influence employees' feelings and job satisfaction. Job discretion makes employees feel positive and increases their job satisfaction while work intensification is seen as negative by employees and reduces their job satisfaction. However, results also show that HPWS fail to bring increased satisfaction to employees due to job discretion. This study supports previous studies that not all HPWS may lead to positive outcomes when internal stakeholders' well-being is not considered. Without considering long-term investment in employees, it is challenging for organizations to maintain their competitiveness and meet their goals. Further research is suggested to include more study of different contexts and time frames while examining the outcomes of HPWS.

This study investigates the influence of work–family programs on employee role performance and suggests that work–family facilitation mediates this relationship. The study then broadens to consider whether gender has an influence on the relationship. The results show that work–family programs benefit employee role performance by improving work–family facilitation. Moreover, the way in which work–family programs benefit role performance varies with employees’ gender – that is, the relationship among work–family programs, work–family facilitation and role performance is stronger for female employees. The findings support the effectiveness of work–family programs and highlight the importance for management to make them accessible to all employees for greater competitiveness. The study makes suggestions for future research and discusses implications for practice.

Purpose The proactive behavior of employees is one of the key determinants of organizational development in a rapidly changing business environment. While much attention has been paid to the antecedents of employees’ proactive behavior, little is known about the mechanisms that influence their psychological state and work behavior. The aim of this research is to investigate the relationship between inclusive leadership (IL) and proactive behavior, along with mediating role of employee trust and the moderating role of procedural justice climate. Methods The data were collected from 40 independent project teams from 30 companies in China, and the hypotheses were tested on 304 available samples, followed by the null model to conduct the cross-level regression analysis. Results The results indicated that IL significantly affects the employee proactive behavior, in which employee trust played a mediating role. Moreover, procedural justice climate respectively moderates the positive relationship between IL and employee proactive behavior, and the positive relationship between IL and employee trust. Conclusion IL not only provides emotional support to increase employee trust but also inspires subordinates with a non-active personality to take initiative. Team-oriented organizational structures should promote procedural justice measures to create a trusting and fair work environment that more effectively furthers the effectiveness of IL on positive work behaviors of employees.