High-performance work system and intention to leave: a mediation model

Chas, Romina García; Fontela, Edelmira Neira; Casal, Carmen Castro

doi:10.1080/09585192.2013.789441

Cited by 62 publications

(59 citation statements)

References 100 publications

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“…There is evidence supporting the assumption that HPHRP are negatively related to quit intentions (Gould-Williams and Mohamed, 2010;García-Chas et al, 2013). However, researchers argue that the processes through which this relationship takes place remain uncertain (Kehoe and Wright, 2013).…”

Section: Intention To Quitmentioning

confidence: 98%

High-Performance HR Practices, Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?

Mostafa

2015

Public Management Review

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Drawing on the attraction-selection-attrition (ASA) framework, this paper examines a mechanism, namely person-organization (P-O) fit, through which high performance HR practices (HPHRP) affect two negative employee outcomes: work-related stress and quit intentions. Using a sample of Egyptian public health sector workers, a mediation model is tested empirically using structural equation modelling. The study results show that HPHRP positively affected P-O fit, which in turn had significant negative associations with work stress and quit intentions. P-O fit also explained a high proportion of mediation in the relationship between HPHRP and both outcomes.

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Section: Intention To Quitmentioning

confidence: 98%

High-Performance HR Practices, Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?

Mostafa

2015

Public Management Review

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Section: Theoretical Backgroundmentioning

confidence: 99%

“…This “justice” notion is well examined across the HRM literature under the term “organizational justice” (e.g., Garcia-Chas et al, 2014 ; Katou, 2013 ). In a nutshell, the HR practices that comprise the HPWS are expected to influence the overall justice climate ( Garcia-Chas et al, 2014, p. 371 ). For instance, “selection and recruitment” techniques signal to employees that the hotel selects its people based on objective quantifiable criteria, whereas “training and development” can be interpreted as an indication that the hotel has a great interest in empowering employees ( Searle et al, 2011 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The effects of high performance work systems in employees’ service-oriented OCB

Kloutsiniotis

Mihail

2020

International Journal of Hospitality Management

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“…Analyses that researchers conduct prove that the effects arising from high performance work systems on individual levels are related to both 1) behavioral effects: proactivity (Evans & Davis, 2015), organizational engagement (Garg, 2015, Macky, & Boxall, 2007, creativity (Zhu & Chen, 2014), employees' effectiveness (Demirbag, Collings, Tatoglu, Mellahi, & Wood, 2014), and 2) attitudes: job satisfaction (García-Chas, Neira-Fontela & Castro-Casal, 2014;Garg, 2015;Gibas & Ashill, 2013;Yanadori & Jaarsveld, 2014), satisfaction from HPWS (Zhang, Fan & Zhu, 2014), and the sense of procedural justice (García-Chas et al, 2014).…”

Section: In Search Of Key Hr Practices For Improvement Of Productivitmentioning

confidence: 99%

In Search of Key HR Practices for Improvement of Productivity of Employees in the KIBS Sector

Wojtczuk‐Turek

2017

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The objective of this article is to present research devoted to the relationships between HR practices and productivity (understood as behavior and results) of employees in the KIBS sector (knowledgeintensive business services sector). The operations of companies in this sector are based on the application of expert knowledge to create services satisfying the needs of personalized clients. Because companies from the KIBS sector are immensely important to the development of the economy (mainly in the context of their high potential for innovation), identification of the key factors that allow them to give fine performance is a significant theoretical and practical issue. A major role in this respect is played by the human resources management system -chiefly because KIBS companies gain competitive advantage though employees' knowledge. As part of research with a quantitative approach (serving to test hypotheses) and a qualitative approach (allowing exploration), the human resources management system has been described as the key -from the point of view of desired behaviors and results -HR practice identified. Based on the study that has been conducted, which examined employees who had expert knowledge and created personalized services for clients, it has been concluded that the HR practices that most fully account for the productivity of employees are work design and job characteristics and empowerment, participation, and autonomy. Within the framework of qualitative research carried out in participation with HR managers of knowledge-intensive service firms, the character of individual high performance HR practices and the prominent role of managers and HR experts in supporting performance on individual and organizational levels has been indicated. IntroductionThe increasing economic pressure on knowledge and innovation has stirred the emergence and development of companies offering business services based on expert knowledge (i.e., KIBS -knowledge-intensive business services sector). The criterion for distinguishing such companies from others on the market is the fact that their services are based on expert knowledge that is employed for the purpose of satisfying the needs of personalized clients (Bettencourt, Ostrom, Brown, & Roundtree, 2002

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High-performance work system and intention to leave: a mediation model

Cited by 62 publications

References 100 publications

High-Performance HR Practices, Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?

High-Performance HR Practices, Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?

The effects of high performance work systems in employees’ service-oriented OCB

In Search of Key HR Practices for Improvement of Productivity of Employees in the KIBS Sector

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