High Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links
High-performance work systems (HPWS)-performance research has dominated innovative human resource management studies for two decades. However, mainstream HPWS research has paid little attention to employees’ perceptions of HPWS, or to the relationship between HPWS and corporate social performance (C...
| Main Authors: | , , |
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| Format: | Journal Article |
| Published: |
Springer Netherlands
2014
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| Online Access: | http://hdl.handle.net/20.500.11937/47564 |
| _version_ | 1848757867101814784 |
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| author | Fan, David Zhang, M. Zhu, C. |
| author_facet | Fan, David Zhang, M. Zhu, C. |
| author_sort | Fan, David |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | High-performance work systems (HPWS)-performance research has dominated innovative human resource management studies for two decades. However, mainstream HPWS research has paid little attention to employees’ perceptions of HPWS, or to the relationship between HPWS and corporate social performance (CSP). The influence of CSP on employee outcomes such as organizational commitment and organizational citizenship behaviour (OCB) has thus been similarly neglected. This paper seeks to investigate these missing links in literature using data collected from a sample of 700 employees in China. The findings demonstrate that HPWS is positively related to HPWS satisfaction and employees’ perceptions of CSP. HPWS satisfaction fully mediates the relationship between HPWS and employees’ affective commitment (AC). There are multiple mediators between HPWS and OCB, indicating more complicated mechanisms through which HPWS leads to desired HR outcomes. Employees’ perceived CSP has a significant influence on HPWS satisfaction, AC and OCB, suggesting firms should place a premium on achieving a reputation as being socially responsible. |
| first_indexed | 2025-11-14T09:34:55Z |
| format | Journal Article |
| id | curtin-20.500.11937-47564 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T09:34:55Z |
| publishDate | 2014 |
| publisher | Springer Netherlands |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-475642017-09-13T14:11:36Z High Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links Fan, David Zhang, M. Zhu, C. High-performance work systems (HPWS)-performance research has dominated innovative human resource management studies for two decades. However, mainstream HPWS research has paid little attention to employees’ perceptions of HPWS, or to the relationship between HPWS and corporate social performance (CSP). The influence of CSP on employee outcomes such as organizational commitment and organizational citizenship behaviour (OCB) has thus been similarly neglected. This paper seeks to investigate these missing links in literature using data collected from a sample of 700 employees in China. The findings demonstrate that HPWS is positively related to HPWS satisfaction and employees’ perceptions of CSP. HPWS satisfaction fully mediates the relationship between HPWS and employees’ affective commitment (AC). There are multiple mediators between HPWS and OCB, indicating more complicated mechanisms through which HPWS leads to desired HR outcomes. Employees’ perceived CSP has a significant influence on HPWS satisfaction, AC and OCB, suggesting firms should place a premium on achieving a reputation as being socially responsible. 2014 Journal Article http://hdl.handle.net/20.500.11937/47564 10.1007/s10551-013-1672-8 Springer Netherlands restricted |
| spellingShingle | Fan, David Zhang, M. Zhu, C. High Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links |
| title | High Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links |
| title_full | High Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links |
| title_fullStr | High Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links |
| title_full_unstemmed | High Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links |
| title_short | High Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links |
| title_sort | high performance work systems, corporate social performance and employee outcomes: exploring the missing links |
| url | http://hdl.handle.net/20.500.11937/47564 |