High‐Performance Work Systems and Work‐Role Performance: A Multilevel Moderated Mediation Model

In recent years, researchers have begun examining the impact of high‐performance work system (HPWS) on individual performance. In this field, despite the progress attained, there are still gaps. In this research we integrate two previously separate strands of literature by examining whether or not HPWS is related to the three dimensions of work‐role performance identified by Griffin, Neal, and Parker (2007). We develop and test a multilevel model in which employee effort mediates the impact of HPWS on supervisory ratings of employee proficiency, adaptivity, and proactivity. In addition, we analyze whether an individual characteristic (i.e., organizational tenure) moderates the strength of the mediated relationships. Results, in a sample of engineers, show support for a moderated mediation model.