Perceptions of HPWS and performance: cross-level effects of team psychological contracts

Purpose This present study aims to examine how experiences of high-performance work systems (HPWS) in work teams affect employee’s work attitudes and performance. At the team level, the study explored the role of supervisory support in the relationship experienced HPWS -team performance. In explaining employee attitudes and behaviours at the individual level, such as organisational citizenship behaviour (OCB), the study adopted a psychological contract approach. Design/methodology/approach The moderating role of supervisory support was investigated at the team level while exploring mediation effects of psychological contract beliefs in work teams in cross-level relationships with individual attitudes and behaviours. Findings Results indicate partial mediation of fulfilment of psychological contracts in work teams in the experienced HPWS-OCB relationship. At the team level, supervisory support perceptions moderate the effects of shared experiences of HPWS on product and service innovation in work teams. Originality/value The focus on the employee perspective of HPWS, the factor-analytic approach of measuring HPWS experiences and the role of team psychological contracts in employee attitudes and behaviours represent the main contributions of this study to HR research.