The effect of high-performance work systems on risk-taking and organizational citizenship behaviors: the mediating role of perceived safety climate

Abstract

Purpose Building on the social exchange theory and the norm of reciprocity, this study examines the effect of high-performance work systems (HPWS) during the COVID-19 pandemic on employee's risk-taking behavior and organizational citizenship behavior (OCB). Among the aforementioned links, perceived safety climate was theorized as a mediating mechanism. Design/methodology/approach Multisource and time-lagged data were gathered from a sample of employees and their supervisors working in Palestinian nonprofit organizations. Findings HPWS were shown to boost risk-taking behavior during COVID-19 pandemic. The direct effect between HPWS and OCB was not significant. Furthermore, safety climate mediated the effect of HPWS on both risk-taking behavior and OCB. Practical implications The study's findings can be used by managers with regard to the utility of HPWS during times of crises and their impact on important behavioral outcomes. Originality/value HRM scholars have started to look at how HR practices can be useful in helping to overcome a pandemic. However, limited empirical knowledge is available on the effects of HPWS on employees' work outcomes during crises. The study is aimed at addressing the aforementioned gap.

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