High-performance work systems and organizational identification The mediating role of organizational justice and the moderating role of supervisor support
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...
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Published in | Personnel review Vol. 49; no. 4; pp. 939 - 955 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
Farnborough
Emerald Group Publishing Limited
17.04.2020
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Subjects | |
Online Access | Get full text |
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Summary: | 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. |
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ISSN: | 0048-3486 1758-6933 |
DOI: | 10.1108/PR-10-2018-0382 |