High-performance work systems and organizational identification
Purpose: Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID). Design/methodology/approach: Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data. Findings: Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice. Originality/value: This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.
Year of publication: |
2019
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Authors: | Liu, Fang ; Chow, Irene Hau-Siu ; Huang, Man |
Published in: |
Personnel Review. - Emerald, ISSN 0048-3486, ZDB-ID 1480053-6. - Vol. 49.2019, 4 (13.11.), p. 939-955
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Publisher: |
Emerald |
Saved in:
Online Resource
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