High-Performance Human Resource Practices and Team Job Satisfaction: Moderating Role of Team Citizenship Behaviors

Abstract

Strategic human resource management literature has highlighted the role of high performance work systems as a set of workplace practices that enhance employee productivity and organizational performance. While the high performance literature has been around for over two decades now, research in this area has been staggered, and inconclusive about the organizational variables that comprise high performance work practices, as well as the effects of these practices on organizational outcomes -especially attitudinal employee outcomes such as job satisfaction and commitment. By creating an environment of empowerment and teamwork, high performance work practices motivate employees to perform better. One of the ways in which these workplace practices achieve higher performance is by eliciting discretionary, or extra-role behaviors, from employees. Using foundational research from the high performance paradigm, this paper examines the effects of team-level strategic HR practices on job satisfaction. Analyses of data collected from 138 frontline teams in US Midwestern hospitals, show that while self-managed work teams and team communication result in higher job satisfaction for members, this effect is mitigated when team members display organizational citizenship behaviors. Theoretical and practical implications of findings are discussed.

The Role of Well-being on the Impact of High Performance Work Systems on Physicians’ Job Burnout

“…While many studies over the past three decades have shown that High Performance Work Systems (HPWS) may benefit employers since they increase organizational performance by eliciting employee discretionary behaviors and employees in turn exhibit discretionary efforts (e.g., Berg, Kalleberg, & Appelbaum, 2003;Takeuchi, Chen & Lepak, 2009;Zatzick & Iverson, 2011;Elorza, Harris, Aritzeta, & Balluerka, 2016;Shin & Konrad, 2017), there are claims that HPWS can also (adversely) work at the cost of employee outcomes. The rationale behind this suggestion is that by their very nature HPWS could push employees to work harder to raise productivity at the cost of their well-being (e.g., Ramsay, Scholaris & Harley, 2000;Wood & De Menezes, 2011;Jensen, Patel & Messersmith, 2013, Van De Voorde & Jensen, 2016Misra, 2018). Another view which is based on the AMO Model (Appelbaum et al, 2000) suggests that when employees are encouraged to use their Abilities when given Opportunities to do so, and when they are Motivated, their performance outcome is not an end to their benefit, rather they are used for the benefit of the organization and not for their well-being (Boxall, Guthrie & Paauwe, 2016;Guest, 2017).…”

Association between Human Resource Management Practices and Organisational Citizenship Behaviour in Nepalese Commercial Banks

“…It is validated that HRD climate, performance appraisal, employee empowerment and employee training have broadbased influence on citizenship behaviour of the employees. Misra (2018) studied the role of high-performance work systems as a set of workplace practices that enhance employee productivity and organisational performance. Using foundational research from the high-performance paradigm, the paper examines the effects of team-level strategic HR practices on job satisfaction.…”