Preliminary development and validation of the perceived strengths-based human resource system scale

Abstract

PurposeThe purpose of the current article was to propose the strengths-based human resource (HR) system construct as well as develop and validate the perceived strengths-based HR system scale by using three independent studies.Design/methodology/approachStudy 1 mainly adopted exploratory factor analysis to test whether fifteen items proposed by the authors can represent the perceived strengths-based HR system construct. The aim of Study 2 was to examine the discriminant validity and criteria validity of the fifteen-item perceived strengths-based HR system scale and reliability of this scale. By structural equation modeling analysis, Study 3 primarily tested the incremental predictive validity of the perceived strengths-based HR system for employee performance (i.e. task performance and innovative behavior) after controlling for the perceived high-performance work system (HPWS) and perceived high-commitment work system (HCWS).FindingsStudy 1 showed that initial fifteen items of the perceived strengths-based HR system appropriately are loaded on one factor and exhibit a good reliability. Study 2 found that there is good discriminant validity between the perceived strengths-based HR system, perceived organizational support, perceived supervisory career support, and work engagement, and the perceived strengths-based HR system exhibits better convergent validity and criteria validity. Study 3 demonstrated that the perceived strengths-based HR system could significantly predict employee performance (i.e. task performance and innovative behavior) even after controlling for perceived HPWS and HCWS.Originality/valueThe current article contributes to advancing HR theory and research and provides a valuable tool for future empirical research on the strengths-based HR system.

A Cross-Level Examination of the Relationship of Strengths-Based Human Resource System With Employee Performance

“…An example item was "This organization develops and implements employees training programs based on strengths of employees." The scale showed a Cronbach's a of .96 and correlated with work engagement (r ¼ .72, p < .001) and with perceived organizational support (r ¼ .63, p < .001) in Ding, Yu, and Xu (2021). In this article, Cronbach's a coefficient of this scale was .97 at the individual level.…”

“…Third, although extant literature has shown that employees’ perceptions of strengths-based HR system is beneficial to work engagement (Ding, Yu, & Xu, 2021) and positive affect (Van Woerkom & Meyers, 2015), research on strengths-based HR system as a latest HR system construct is still in its initial phase. Very little empirical literature investigated the effects of strengths-based HR system at the organizational level.…”

“…Strengths-based HR system. We measured strengths-based HR system with a Chinese version of strengths-based HR system scale developed by Ding, Yu, and Xu (2021). An example item was "This organization develops and implements employees training programs based on strengths of employees."…”

“…Second, even though previous research has revealed the positive relationship of perceived strengths-based HR system with employee performance (i.e., task performance and innovative behavior; Ding, Yu, & Xu, 2021), little is known about the potential process mechanism underlying the relationship. Based on AMO model, we can postulate strengths-based HR system to positively correlate with employee strengths use.…”

“…For example, Van Woerkom et al (2016) found that strengths use, rather than deficit correction, has a positive association with employee performance. Given that, driven by the argument that HR systems as a dynamic bundle of HR practices are more effective in predicting performance of employees and organizations compared to individual HR practices (Jiang et al, 2012), Ding, Yu, and Xu (2021) developed strengths-based HR system construct by integrating strengths-based approach into HR system theory.…”