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 explaini...
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| Veröffentlicht in: | Team performance management 2020-10, Vol.26 (7/8), p.429-450 |
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| container_title | Team performance management |
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| creator | Schreuder, Frits Schalk, René Batistič, Sasa |
| description | 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. |
| doi_str_mv | 10.1108/TPM-05-2020-0035 |
| format | Article |
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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.</description><identifier>ISSN: 1352-7592</identifier><identifier>EISSN: 1758-6860</identifier><identifier>DOI: 10.1108/TPM-05-2020-0035</identifier><language>eng</language><publisher>Bradford: Emerald Publishing Limited</publisher><subject>Attitudes ; Behavior ; Competitive advantage ; Employees ; Employment ; Human capital ; Managers ; Skills ; Social exchange theory ; Teams ; Training</subject><ispartof>Team performance management, 2020-10, Vol.26 (7/8), p.429-450</ispartof><rights>Emerald Publishing Limited</rights><rights>Emerald Publishing Limited 2020</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c311t-667b77df1577d7355157c44e80b1466307097d89cbbaf98e74edff8730e675d3</citedby><cites>FETCH-LOGICAL-c311t-667b77df1577d7355157c44e80b1466307097d89cbbaf98e74edff8730e675d3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/TPM-05-2020-0035/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,780,784,966,11633,21693,27922,27923,52687,53242</link.rule.ids></links><search><creatorcontrib>Schreuder, Frits</creatorcontrib><creatorcontrib>Schalk, René</creatorcontrib><creatorcontrib>Batistič, Sasa</creatorcontrib><title>Perceptions of HPWS and performance: cross-level effects of team psychological contracts</title><title>Team performance management</title><description>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.</description><subject>Attitudes</subject><subject>Behavior</subject><subject>Competitive advantage</subject><subject>Employees</subject><subject>Employment</subject><subject>Human capital</subject><subject>Managers</subject><subject>Skills</subject><subject>Social exchange theory</subject><subject>Teams</subject><subject>Training</subject><issn>1352-7592</issn><issn>1758-6860</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2020</creationdate><recordtype>article</recordtype><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNptkE1LAzEQhoMoWKt3jwHPsZPNZrP1JkWtULFgQW8hm51oy-5mTVah_9609SJ4mRmY952Ph5BLDtecQzlZLZ8YSJZBBgxAyCMy4kqWrCgLOE61kBlTcpqdkrMYNwA8L7gakbclBov9sPZdpN7R-fL1hZqupj0G50NrOos31AYfI2vwGxuKzqEd9uIBTUv7uLUfvvHva2saan03BJP65-TEmSbixW8ek9X93Wo2Z4vnh8fZ7YJZwfnAikJVStWOyxSVkDIVNs-xhCpdWAhQMFV1ObVVZdy0RJVj7VypBGChZC3G5Oowtg_-8wvjoDf-K3Rpo87yXOWFSjCSCg6q_SMBne7DujVhqznoHT6d8GmQeodP7_Aly-RgwRaDaer_HH-Aix8kLnB0</recordid><startdate>20201006</startdate><enddate>20201006</enddate><creator>Schreuder, Frits</creator><creator>Schalk, René</creator><creator>Batistič, Sasa</creator><general>Emerald Publishing Limited</general><general>Emerald Group Publishing Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0T</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PYYUZ</scope><scope>Q9U</scope></search><sort><creationdate>20201006</creationdate><title>Perceptions of HPWS and performance: cross-level effects of team psychological contracts</title><author>Schreuder, Frits ; Schalk, René ; Batistič, Sasa</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c311t-667b77df1577d7355157c44e80b1466307097d89cbbaf98e74edff8730e675d3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2020</creationdate><topic>Attitudes</topic><topic>Behavior</topic><topic>Competitive advantage</topic><topic>Employees</topic><topic>Employment</topic><topic>Human capital</topic><topic>Managers</topic><topic>Skills</topic><topic>Social exchange theory</topic><topic>Teams</topic><topic>Training</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Schreuder, Frits</creatorcontrib><creatorcontrib>Schalk, René</creatorcontrib><creatorcontrib>Batistič, Sasa</creatorcontrib><collection>CrossRef</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ABI/INFORM Collection China</collection><collection>ProQuest Central Basic</collection><jtitle>Team performance management</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Schreuder, Frits</au><au>Schalk, René</au><au>Batistič, Sasa</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Perceptions of HPWS and performance: cross-level effects of team psychological contracts</atitle><jtitle>Team performance management</jtitle><date>2020-10-06</date><risdate>2020</risdate><volume>26</volume><issue>7/8</issue><spage>429</spage><epage>450</epage><pages>429-450</pages><issn>1352-7592</issn><eissn>1758-6860</eissn><abstract>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.</abstract><cop>Bradford</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/TPM-05-2020-0035</doi><tpages>22</tpages></addata></record> |
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| ispartof | Team performance management, 2020-10, Vol.26 (7/8), p.429-450 |
| issn | 1352-7592 1758-6860 |
| language | eng |
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| source | Emerald Journals; Standard: Emerald eJournal Premier Collection |
| subjects | Attitudes Behavior Competitive advantage Employees Employment Human capital Managers Skills Social exchange theory Teams Training |
| title | Perceptions of HPWS and performance: cross-level effects of team psychological contracts |
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