Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

Zhu, Fuyun; Gao, Ying; Chen, Xiaotun

doi:10.3389/fpsyg.2022.919993

Cited by 5 publications

(10 citation statements)

References 39 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The dominating assumption is that HPWS increases job demands ( Han et al, 2020 ). More specifically, we need an explanation for why the main effects of HPWS on job demands/stress is sometimes negative (e.g., Kloutsiniotis and Mihail, 2020 ; the present study) and sometimes positive ( Ramsay et al, 2000 ; Kroon et al, 2009 ; Jensen et al, 2013 ; Ogbonnaya and Messersmith, 2019 ; Qi et al, 2021 ; Zhu et al, 2022 ). One explanation may be omitted leadership variables, either in terms of their main effects (as in the present study) or as moderating substitutes (e.g., Wang et al, 2021 ).…”

Section: Discussionmentioning

confidence: 71%

“…The mechanism of the latter remained unidentified in the present study. Together this emerging evidence calls into question the robustness and generalizability of theorizing ( Han et al, 2020 ) and empirical research that has found HPWS directly and positively related to work intensification ( Ramsay et al, 2000 ; Kroon et al, 2009 ; Jensen et al, 2013 ; Ogbonnaya and Messersmith, 2019 ; Qi et al, 2021 ; Zhu et al, 2022 ; see also Ehrnrooth and Bjorkman, 2012 ). Specifically, the change in the relationship between HPWS and job demands when accounting for TL in the present study was significant enough to shed some more doubt on the received view of the nature of this relationship (more on this in the next section).…”

Section: Discussionmentioning

confidence: 99%

“…This controlling effect may take the form of what Ramsay et al (2000) call "responsible autonomy" (2000: 505), or simply the fact that "the message that the system signals to the employees is one of increasingly higher performance" (Kroon et al, 2009: 512;Van De Voorde et al, 2016). In line with this, several studies have found evidence for a positive relationship between HPWS and job demands (Ramsay et al, 2000;Kroon et al, 2009;Jensen et al, 2013;Heffernan and Dundon, 2016;Ogbonnaya and Messersmith, 2019) and HPWS and stress (Qi et al, 2021;Zhu et al, 2022).…”

Section: Hpws Job Demands Resources and Emotional Exhaustionmentioning

confidence: 99%

See 2 more Smart Citations

High performance work system and transformational leadership: Revisiting and questioning their implications for health-related wellbeing

Ehrnrooth

Koveshnikov²,

Wechtler³

et al. 2023

Front. Psychol.

View full text Add to dashboard Cite

Employee wellbeing represents a profound management challenge for both leaders and HR professionals, and both transformational leadership (TL) and high performance work system (HPWS) are assumed to play important roles in tackling this challenge. However, we know little about their unique and relative importance in promoting wellbeing. To shed light on this methodologically, theoretically and practically important issue, we draw mainly on leadership substitutes theory. Based on a comprehensive mediation model we examine whether HPWS substitutes the assumed relationships between TL and employee emotional exhaustion. Our study answers to three important calls for research: to examine the joint effects of leadership and HPWS, to examine their health-related impact, and to pursue more theory contesting research in management studies. Based on data from 308 white collar employees working under 76 middle-managers in five Finnish organizations our study points to the incompleteness of previous siloed research on both TL and HPWS, sheds new light on their relationships with wellbeing, and suggests ways to develop both TL and HPWS theory, thus providing important guidance for future research on their effects.

show abstract

Section: Discussionmentioning

confidence: 71%

Section: Discussionmentioning

confidence: 99%

Section: Hpws Job Demands Resources and Emotional Exhaustionmentioning

confidence: 99%

See 1 more Smart Citation

High performance work system and transformational leadership: Revisiting and questioning their implications for health-related wellbeing

Ehrnrooth

Koveshnikov²,

Wechtler³

et al. 2023

Front. Psychol.

View full text Add to dashboard Cite

show abstract

“…These practices can improve employee engagement and motivation, which can lead to a greater commitment to organisational goals, including the development and implementation of digital innovations [20]. This enables employees to stay current with emerging technologies and fashions while also building the skills needed for digital innovation [24]. The application of digital technologies and business models that improve sustainability within the circular economy is made possible by digital innovation, which is inspired by HPWS [20].…”

Section: Hpws and Digital Innovationmentioning

confidence: 99%

“…Employee involvement and empowerment are key components of HPWS practices, which can boost innovation, knowledge exchange, and experimentation [25]. Therefore, HPWS practices place a strong emphasis on providing staff with chances for ongoing learning and growth [24]. Employees are more likely to provide original solutions and concepts for digital innovation when they are given the opportunity to participate in decision-making processes and to voice their opinions [26].…”

Section: Hpws and Digital Innovationmentioning

confidence: 99%

Can HPWS Promote Digital Innovation? E-Learning as Mediator and Supportive Organisational Culture as Moderator

Liu

Wei

et al. 2023

Sustainability

View full text Add to dashboard Cite

Nowadays, corporations constantly innovate to stay ahead of the competition in the contemporary business environment. Thus, enterprises invest in high-performance work systems (HPWS) that foster employee growth and improve their abilities, in turn, to accomplish digital innovation in the circular economy. The primary objective of this study is to better understand how high-performance work systems (HPWS) and digital innovation interact, while also examining the potential mediating roles of e-learning and the moderating effects of a supportive organisational culture between them. For data collection, a questionnaire and quantitative method was used, and the survey included a sample of 575 workers from the tourism sector of China. According to the findings, HPWS is favourably correlated with digital innovation, and e-learning serves as a partial intermediary in this relationship. The outcomes also demonstrate that an encouraging organisational culture further strengthens the connection between HPWS and digital innovation. These findings emphasized the value of introducing HPWS and e-learning initiatives in organisations to promote digital innovation while also highlighting the necessity of a supportive culture to maximize the advantages of these projects.

show abstract

The impact of employees’ experience of high-performance work systems on innovative behavior in professional service firms

Arshad,

Hassan,

Azam

2024

Front. Psychol.

View full text Add to dashboard Cite

This research examines the impact of employees’ experience of high-performance work systems (HPWS) on their innovative behavior. The study draws upon social exchange theory to propose that employees’ experience of HPWS influences their innovative behavior directly and through sequential mediation of social capital development and knowledge-sharing behavior. Additionally, the study uses the Elaboration Likelihood Model to highlight that individuals’ need for cognition strengthens the relationship between employees’ knowledge-sharing and innovative behaviors. The study employed a time-lagged quantitative research design with survey data from 262 job incumbents in professional service firms. The proposed model was tested using the PLS-SEM two-stage approach. The findings of the study confirm the proposed direct and indirect relationships. Moreover, the findings also confirm that the need for cognition strengthens the relationship between knowledge-sharing and individual innovation behaviors. The study posits that employees’ experience of HRM systems can influence their innovative behavior as a reciprocal exchange toward the employer. Moreover, this study presents a comprehensive model that highlights the interplay of social and cognitive factors that can influence the relationship between HPWS and employees’ innovation behavior. This study also fills a gap in the existing literature by highlighting the antecedents of innovative behavior in professional service firms.

show abstract

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

Cited by 5 publications

References 39 publications

High performance work system and transformational leadership: Revisiting and questioning their implications for health-related wellbeing

High performance work system and transformational leadership: Revisiting and questioning their implications for health-related wellbeing

Can HPWS Promote Digital Innovation? E-Learning as Mediator and Supportive Organisational Culture as Moderator

The impact of employees’ experience of high-performance work systems on innovative behavior in professional service firms

Contact Info

Product

Resources

About