Article2013

High-performance work systems and organizational performance: testing the mediation role of employee outcomes using evidence from PR China

161 citations0/0 files storedThe International Journal of Human Resource Management

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Human Resource and Talent Management Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

This research investigates the relationship between high-performance work systems (HPWS) and organizational performance, and the mediating effect of employee outcomes. The paper is based on a sample of 168 firms of six ownership types and in various business sectors operating in China. The results of data analysis support the hypotheses. Organizational performance is positively predicted by HPWS and employee outcomes, and employee outcomes positively mediate the relationship between HPWS and organizational performance. This paper supports the theory that HPWS positively impacts organizational performance and explains the mechanisms through which HPWS enhances organizational performance. It also responds to the long-standing call for stressing the importance of employee-related factors in the HRM–performance linkage.

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References

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Cited by

2019Do high performance work systems generate negative effects? How and when?2020Still in search of strategic human resource management? A review and suggestions for future research with China as an example 2017Enhancing firm performance through internal market orientation and employee organizational commitment 2022It’s worth it! High performance work systems for employee job satisfaction: The mediational role of burnout 2019

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