High-Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links

Zhang, Mingqiong Mike; Fan, Di; Zhu, Cherrìe Jiuhua

doi:10.1007/s10551-013-1672-8

Cited by 144 publications

(145 citation statements)

References 87 publications

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“…The study confirmed the positive relationship between HPWS and employees' OCB. This conclusion was consistent with the previous empirical results of Miao et al (2013), Yan & Chen (2016), Zhang et al (2014). Except the effect on corporate performance of the macro level, HPWS has an important influence on employees output.…”

Section: Theoretical Implicationssupporting

confidence: 93%

“…Many empirical studies have made similar conclusions. Zhang, Fan, and Zhu (2014) demonstrated that HPWS was positively related to OCB, and there were multiple mediators between them, indicating more complicated mechanisms through which HPWS lead to desired HR outcomes. Miao et al (2013) found that HPWS was positively related to followers' OCB, and followers' perceived organizational support and leader-member exchange partially mediated the relationships between HPWS and OCB.…”

Section: High-performance Work Systems and Organizational Citizenshipmentioning

confidence: 99%

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A Multilevel Examination of High-Performance Work Systems and Organizational Citizenship Behavior: A Social Exchange Theory Perspective

Gui-lan

2017

EURASIA J MATH SCI T

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Drawing on social exchange theory, this study investigated the cross-level influence of high-performance work systems on organizational citizenship behavior, and verified the mediating role of psychological contract and the moderating effect of Chinese traditionality. With a sample of 51 enterprises and 1015 employees, results from cross-level analyses indicated that: (1) High-performance work systems had a significant positive impact on employees' organizational citizenship behavior. (2) High-performance work systems enhanced organizational citizenship behavior through the improvement of relational psychological contract and balanced psychological contract, at the same time, the high-performance work system could improve the organizational citizenship behavior by reducing transactional psychological contract. (3) Balanced psychological contract and relational psychological contract had a significant positive impact on organizational citizenship behavior, and the relationship with employee's organizational citizenship behavior was stronger for the balanced psychological contract, while transactional psychological contract had a significant negative impact on organizational citizenship behavior. (4) Chinese traditionality moderated the relationship between psychological contracts and employees' organizational citizenship behavior.

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Section: Theoretical Implicationssupporting

confidence: 93%

Section: High-performance Work Systems and Organizational Citizenshipmentioning

confidence: 99%

A Multilevel Examination of High-Performance Work Systems and Organizational Citizenship Behavior: A Social Exchange Theory Perspective

Gui-lan

2017

EURASIA J MATH SCI T

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“…Second, despite the fact that CSR can affect a wide range of employee attitudes and behaviors, the independent variables in most previous studies were found to be organizational citizenship behavior (e.g., Newman, Nielsen, & Miao, 2014;Zhang, Fan, & Zhu, 2014), and/or job satisfaction (e.g., Hsieh & Chan, 2012;Valentine & Fleischman, 2008). It is beneficial to investigate how CSR influences other employee-related outcomes, such as employee engagement (EE), a widely used concept and one that is of increasing interest to human resources professionals.…”

Section: Csr At the Individual Level Of Analysismentioning

confidence: 91%

Rethinking the Employees’ Perceptions of Corporate Social Responsibility: An Organizational Identification Framework

Abd-Elmotaleb¹,

Saha²,

Hamouda³

2015

IBR

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A review of previous studies reveals that the relationship between corporate social responsibility (CSR) and employee engagement (EE) can be explained through social identification theory (SIT). Previous studies indicated that organizational identification (OI) is one of the most possible mechanisms that can explain the relationship between organization"s CSR efforts and EE. Nevertheless, we argue that OI as a mechanism in explaining the relationship between CSR and EE will differ depending on which stakeholder is targeted by organization"s actions. In our report, we identify two distinct paths through which CSR can affect EE, which correspond to two different psychological needs; respect and prestige. The first path is through employees" perceptions of how the company cares about them, or being good (i.e., internal CSR). The other path is through employees" perceptions of their company as socially responsible toward external stakeholders and concerned with maintaining a good image to society at large, or looking good (i.e., external CSR). We take into consideration the impact of individual and cultural differences on shaping these paths.

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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 Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links

Cited by 144 publications

References 87 publications

A Multilevel Examination of High-Performance Work Systems and Organizational Citizenship Behavior: A Social Exchange Theory Perspective

A Multilevel Examination of High-Performance Work Systems and Organizational Citizenship Behavior: A Social Exchange Theory Perspective

Rethinking the Employees’ Perceptions of Corporate Social Responsibility: An Organizational Identification Framework

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

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