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This study assessed the link of patient care outcome to occupational differences in response to human resource management. A cross-sectional survey was conducted in three large regional hospitals in China. A total of 700 questionnaires were distributed to doctors, nurses, allied health workers, and managers and 499 (71%) were completed. Data were analyzed using a final sample of 193 doctors and 180 nurses. Quality of patient care was rated by the participants using a modified version of the Victorian Patient Satisfaction Questionnaire. Human resource management was measured on seven aspects: job security, recruitment, training, transformational leadership, information sharing, job quality, and teams. The differences between doctors and nurses in response to the human resource management practices and their associations with quality of care were compared through independent samples t -tests, correlational analyses, and moderator regressions. Doctors gave a higher rating on quality of patient care than their nurse counterparts. 'Training', 'transformational leadership', and 'information sharing' were more likely to be associated with higher ratings on quality of patient care in nurses. By contrast, a greater association between 'teams' and quality of patient care was found in doctors. Although doctors and nurses in China are exposed to the same hospital management environment, professional differences may have led them to respond to management practices in different ways.

Integrating the literatures on strategic human resource management and organizational support theory, we examine the cross‐level relationship between high performance work systems (HPWS) at the team‐level and individual perceptions of organizational support (i.e., POS). In addition, we introduce a critical boundary condition, the HR department's organizational embodiment (HROE), which involves the extent to which employees identify the HR department with the organization. We propose that the cross‐level HPWS–POS relationship is moderated by HROE, such that the linkage between HPWS and POS is stronger when HROE is high. With a sample of 103 teams and 399 employees in South Korea, we find that HPWS utilization increases POS and that this relationship is stronger when HROE is high. We also find that HR department status and the favorable attitude of the HR head are antecedents to HROE. These findings suggest that HROE is a critical boundary condition for the relationship between HPWS and POS with subsequent effects on organizational commitment and job satisfaction. [ABSTRACT FROM AUTHOR]

The purpose of this study is to investigate that how AI enabled HR practices impact employee task satisfaction and creative willingness. Therefore, an amalgamated research framework is established to determine employee task satisfaction and employee creative willingness with smart HR technology, disruptive technology, task technology interdependence, high performance work system, work environment, resource availability, and leader trustworthiness. Data are collected from employee working in manufacturing firms. In this research survey overall 305 employees have voluntarily participated. Findings indicate that exogenous factors have revealed substantial variance R 2 82.1% in employee task satisfaction. Similarly, task satisfaction and leader trustworthiness have explained R 2 73.4% sizable variance in employee creative willingness. Practically, this study has suggested that smart human resource technology, work environment, leader trustworthiness, and task technology interdependence have shown sizable impact in measuring employee task satisfaction and employee creative willingness and therefore these factors must be considered for managerial implications. This study is first to examine the impact of AI enabled human resource practices towards employee task satisfaction and creative willingness. Another uniqueness of this research is that it has conceptualized moderating effect of leader trustworthiness between employee task satisfaction and creative willingness. Plain language summary: AI in HR: Boosting job satisfaction and creativity in the workplace This study looks at how using AI in HR affects how happy employees are with their tasks and how willing they are to be creative at work. They created a framework that combines different factors like smart HR tech, disruptive tech, teamwork, a good work system, the work environment, having enough resources, and trusting leaders. They collected data from 305 employees in manufacturing companies who volunteered for the study. They found that factors outside of the employees' control—like the tech they use and how well they work together—explained about 82% of why employees are satisfied with their tasks. Similarly, being satisfied with tasks and trusting their leaders explained about 73% of why employees are willing to be creative. The study suggests that using smart HR tech, creating a good work environment, having trustworthy leaders, and working well together all have a big impact on how happy employees are with their tasks and how creative they're willing to be. This means managers should pay attention to these factors to improve how satisfied and creative their employees are. This study is one of the first to look at how AI in HR affects task satisfaction and creativity, and it also highlights the important role of trustworthy leaders in this process. [ABSTRACT FROM AUTHOR]

This article explores the relationship between employee satisfaction and patient satisfaction in community health centers. The study found that employee compensation significantly influenced patient satisfaction, while factors such as supervision and work relationships did not have a significant impact. The research also examined various demographic factors and their correlation with patient satisfaction. The findings suggest the importance of considering compensation factors in strategies to improve patient satisfaction. Additionally, the article provides a list of references to other research articles related to patient satisfaction, healthcare services, and job satisfaction. Another article discussed in the document focuses on the impact of specific training on nurses' competence in evidence-based practice and the hospital practice environment. The study found that nurses who received training demonstrated higher levels of evidence-based practice competence, and a positive hospital practice environment was associated with higher levels of competence. [Extracted from the article]

Achieving successes in their career represents an important outcome for individuals and their employing organizations. Organizational management practices play an important role in fostering career success. Such practices as high performance work system has been adopted in organizations to enhance employee and organizational effectiveness. While HPWS has been found to correlate with a range of individual positive outcomes, its influence on career success has not been widely investigated. The current research adopts the Kaleidoscope Career Model to explain the impact of high-performance work system on subjective career success. To clarify the mechanism of impact, job crafting has been introduced as a possible mediating variable. Finally, employees' attribution of HPWS was expected to moderate the association between high-performance work system and job crafting in a moderated mediation model. Data from a two-wave survey provide supports for the proposed hypotheses. High-performance work system enables the employees to satisfy their career needs both directly and indirectly through job crafting. Career need satisfaction enhance the perception of career success. In addition, high-performance work system which is thought to be adopted to comply with external regulation reduce the positive link between such systems and job crafting. [ABSTRACT FROM AUTHOR]

The present study states that work engagement acts as a moderator in the relationship between employees' attention deficit hyperactivity disorder and employees' outcomes in a way that this negative relationship will be weak when work engagement is high. According to this study, ADHD has a negative impact on employees' outcomes i.e., in-role performance, organizational citizenship behavior, and job satisfaction. Work engagement is proposed to be a moderating variable that weakens the negative relationship between ADHD and the proposed employees' outcomes. Primary data has been collected to conduct the study. The population of the study comprises employees from a few public and private institutes of Islamabad, Rawalpindi, and Wah-Cantt (cities of Pakistan), while different banking, manufacturing, education, and service sectors (office work) have been covered. 259 questionnaires out of 300 have been collected due to non-response issues. The variables of the study i.e., employees' ADHD, work engagement, in-role performance, organizational citizenship behavior, and job satisfaction have been measured through a selfreport questionnaire. ADHD has been measured by an 18-item adult ADHD self-report scale (ASRS-v1.1) symptom checklist. The data has been analyzed through regression and moderation analyses. The study has been supported by, validates, and stresses the attentional control theory. The study states that ACT helps explain the workplace behavior of people whose capacity to control attention might be affected due to anxiety, ADHD, or certain other impairments. ACT states that people with a deficiency of attentional control (e.g., because of ADHD) exhibit lower performance as compared to employees who do not have this problem. The results of this study support and strengthen the given concepts associated with the attentional control theory. Each one of the nine hypotheses of the study has been supported. The study concluded in the realization that when work engagement of employees with attention deficit hyperactivity disorder increases by providing them with certain additional resources, it weakens the negative relationship between employees' attention deficit hyperactivity disorder and employees' outcomes. [ABSTRACT FROM AUTHOR]

The State Civil Apparatus, or ASN, must operate at peak efficiency. High-Performance Work Systems (HPWS) may improve productivity both internally and externally. Aim this research, we examine how psychological well-being (PWB) affects work satisfaction and how it relates to Organizational Citizenship Behavior (OCB). Additionally, 42 Regional Apparatus Organizations (OPD) DKI Jakarta Provincial Government examine the function of PWB, organizational commitment, and work satisfaction as mediators for the HPWS-OCB interaction with ASN.Purposive sampling was used to choose the sample, and a current government servant with at least a year of service was the requirement. A survey was conducted in June 2023 to obtain the data, with 185 participants receiving 33 questions over Whatsapp. SEM-PLS, the data were evaluated using a structural equation model. As a consequence, PWB and organizational commitment are significantly impacted favorably by HPWS. The favorable HPWS-OCB interaction, which had a favorable but minor direct association, may be completely moderated by PWB. Organizational commitment is significantly enhanced by PWB, which will also lead to an increase in OCB. HPWS significantly impacts job satisfaction via organizational commitment and PWB mediation but is not significantly impacted by HPWS alone. Organizational commitment does not mediate the HPWS-OCB relationship and job satisfaction does not significantly affect OCB. The better government organizations implement HPWS in ASN management, the ASN's OCB will increase and ultimately lead to an increase in excellent service quality and organizational performance. [ABSTRACT FROM AUTHOR]

HR Analytics has gained immense popularity among the consultants and practitioners in the field of HR management. HR Analytics applies various statistical tools on the collected data to create interventions, propose strategies and assess their effectiveness in the organizational performance of various departments such as marketing, finance, etc. Though the HR Analytics is not less known but has been remained relatively less explored. However, it has not been subjected to scrutiny by academic researchers. The present study, therefore, investigates the impact of HR Analytics on organizational performance and how this relationship is mediated by employee motivation. A descriptive design was adopted and data was collected from HR employees from Bangalore, who adopt analytics for various HR processes. The results showed that motivation partially mediated the effects of HR Analytic on organizational performance. The analytical skills of employees which involves understanding, analyzing and interpreting data has a significant impact on the organizational performance of the organization in terms of improved decision-making and return on investment achieved. Further, motivating employees at work to generate and experiment with new ideas; to customize new ways to deliver products and services by analyzing data; to adopt and use creative analytics in any process; and to find satisfaction at work can further enhance the effectiveness of analytical skills on organizational performance. Based on these results, the study emphasizes the need for developing analytical skills among HR employees and motivating them to increase organizational performance. [ABSTRACT FROM AUTHOR]

Leadership and organizational culture are two areas that have been in interest of a lot of authors. Empirical findings show link between leadership, culture and performance in an organization; however, this paper will examine the influence of leadership and culture in employees' motivation in business entities in North Macedonia. This study sampled 390 organizations with a view to analyze the influence of these two concepts in employee's satisfaction at their work. There are evidences that relationship between leadership and performance is mediated by the organizational culture but regarding to our responses, employees showed a higher motivation influence from their leaders than from the organizational culture. Likewise, employees who rated their organization as being high in performance orientation trusted their superiors more than employees who rated their organization as being low in performance orientation and organizational culture. [ABSTRACT FROM AUTHOR]

In the public service sector, staff's motivation is of great significance for the developments of both the service team and the governmental service departments. This research develops a model to study the effects of public service motivation on job satisfaction and further assesses the mediation effects of work engagement and organizational commitment. Five-hundred and fifty employees from Chinese public service sectors were engaged in the questionnaire-based study. The results show that public service motivation plays important roles in work engagement, organizational commitment, and job satisfaction. Furthermore, work engagement and organizational commitment are the factors to mediate public service motivation and job satisfaction. Therefore, our findings suggest that staff in the public sector with enhanced public service motivation generally appear more involved in their work, are more loyal to their organizations, and demonstrate more positive work attitudes to improve productivity. [ABSTRACT FROM AUTHOR]

Copyright of REICE. Ibero-American Journal on Quality, Effectiveness & Change in Education / REICE. Revista Iberoamericana Sobre Calidad, Eficacia y Cambio en Educación is the property of Red Iberoamericana de Investigacion sobre Cambio y Eficacia en Educacion and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The paper examines the compatibility of two UK policy priorities – extending working life (EWL) and the promotion of national economic performance through high performance work practices (HPWP). Design/methodology/approach: Empirical analysis has been conducted using data from WERS2011 to test hypotheses on whether age moderates the link between HPWP and employee well-being outcomes. Findings: Development-oriented human resource strategies are found to compromise the wellbeing of older workers relative to younger ones, while some dimensions of HPWP lead to more favourable wellbeing outcomes for older workers relative to their younger counterparts (flexible working, performance-related pay and appraisal systems). Research limitations/implications: At older ages those still in the workforce may be over-represented by happier and psychologically more robust individuals who have settled into jobs they find fulfilling, matching their personal characteristics and abilities. If so, the adverse well-being influence of development-oriented strategies may be understated, while favourable well-being outcomes for older workers may be overstated. Practical implications: HRM strategies may need to be more age sensitive to support the EWL agenda better. Originality/value: While many studies have examined the link between HPWP and a range of individual-level outcomes, less widely researched is whether responses vary by age, which the paper addresses. [ABSTRACT FROM AUTHOR]

This paper empirically examined the impact of employee job satisfaction on organizational performance in large and medium scale manufacturing industries. It notes that Employee job satisfaction is vital for improved organizational performances. The paper tells that an employee with a high level of job satisfaction holds positive attitudes towards his job. On the contrary, an employee who is dissatisfied with his job holds negative attitudes about the job. It also noted that improved organizational performances result from committed workforces who are satisfied with their work facets in the organizations. The usually judgment about employees is that "A satisfied worker is a productive worker". If employees are satisfied then it will create a pleasant atmosphere within the organization to perform in a better and efficient manner, therefore, job satisfaction and its relation with organizational performance has become a major topic for research studies. The aim of this study is to analyse the impact of employees job satisfaction on organizational performance among the employees working in manufacturing sector in Karnataka and also to explore the link between job satisfaction and organizational performance and to determine if there is an empirically provable relationship between these two variables, and the direction and the intensity of this relationship. Empirical research was conducted on a research sample of ten companies consists of large and medium scale industries, with 155 employees surveyed. The results of this study show the existence of a clear link between employees' job satisfaction and organizational performance in both directions, but with pretty weak intensity. Detailed analysis showed that the connection between job satisfaction and organizational performance is stronger than the connection between organizational performance and job satisfaction. From the detailed analysis showed that there is a strong positive relationship between employee job satisfaction and organizational performance. At the same time, analysis showed that "remuneration" and "promotion" are the two crucial factors of job satisfaction these are closely related with job satisfaction. Consequently, based on overall research findings can say that there is a strong positive relationship between employee job satisfaction and organizational performance. It could be stated that job satisfaction determines organizational performance, rather than organizational performance determining job satisfaction. [ABSTRACT FROM AUTHOR]

The purpose of this study was explore the relationship between quality of work life, and performance through work satisfaction and organization citizenship behaviour as intervening variables. This research was conducted at LinkAja office in Jakarta, Indonesia The method used was path analysis, with partial least square (SEM-PLS). The result shows that there is a significant but insignificant effect of Quality Work Life on Performance through the mediating effect of Organization Citizenship Behavior while all other variables show various effects toward performance. [ABSTRACT FROM AUTHOR]

71 Salas-Vallina, A., Alegre, J. and López-Cabrales, Á. (2020), "The challenge of increasing employees' wellbeing and performance: how human resource management practices and engaging leadership work together toward reaching this goal", Human Resource Management. doi: 10.1002/hrm.22021. With an organisation investing in the abilities and motivations of their employees, the organisation is making a direct investment in the firm's human capital which, under the right circumstances, will pay dividends for both the organisation and the employees. In this overview, we review the state of the art of research on human capital, high involvement work and worker well-being drawing on the extant literature and seminal work from the foundations of classical economists to recent writings on human resource management (HRM). The motivation in proposing this special issue was to explore the links between human capital, high involvement work and well-being. [Extracted from the article]

Existing high performance work system (HPWS) research has rarely considered cultural influences. This study investigates the relationships between guanxi, HPWS and employee attitudes in China. A data-set consisting of 226 employees in a Chinese state-owned enterprise in the railway sector was used to test the hypotheses. Using structural equation modelling as an analytical tool, we found that guanxi was positively related to HPWS and trust. Similar to research in the Western context, HPWS was found to be positively related to trust and job satisfaction. Moreover, the results also revealed that HPWS mediated between guanxi and both trust and job satisfaction. Theoretical and practical implications are both discussed. [ABSTRACT FROM AUTHOR]

The aim of the article is to analyse the phenomenon of nepotism, its effects in small and medium enterprises in Poland and Ukraine and their negative impact on social capital. Systematization literary sources and approaches for solving the problem of nepotism indicate that it is quite a common phenomenon in central and east European countries. Nepotism caused a lot of negative impact on organizations. It means, that in the organization, where nepotism is common employees have less motivation, job satisfaction. Their commitment to the organization is lower. They are also less efficient due to the selection of less capable candidates for the job or position. According to literature, on the other hand, nepotism could sometimes have a positive impact on family-owned companies. The article contains a review of the literature on social capital, nepotism and its effects, followed by an analysis of the results of quantitative research aimed at expanding knowledge about the problem of nepotism, determining its scope in Polish and Ukrainian enterprises, as well as its evaluation. The methodological tool of the research was a survey. Questionnaires were distributed to 691 working part-time students of private universities in Poland. The research was conducted from February to May 2019. The paper presents the results of an empirical analysis which showed that both nepotism and closely related cronyism are common phenomena in Poland and Ukraine. It should be pointed out that they are more common in Ukraine. Both phenomena have a negative impact on satisfaction, motivation and work, commitment and trust among employees. One of the important effects of favouring people in the workplace is also reduced the social capital of the company. The results of the research can be useful for managers. Social capital is one of the important elements significant for the development of a company, and nepotism affects it negatively. The conducted research can be used as an aid in creating and reorganizing transparent processes related to the employment of staff and effective personnel management in the organization. [ABSTRACT FROM AUTHOR]

Purpose Following an “employee-centric” approach, the purpose of this paper is to examine the effects of high-performance work systems (HPWS) on employees’ work engagement and job satisfaction, and the mediating effect of these variables on employees’ affective commitment and intention of leaving their hospital.Design/methodology/approach Structural equation modeling was used on a sample of 296 clinicians (doctors and nurses) across seven Greek regional hospitals.Findings The findings indicate a strong positive effect of HPWS on employees’ job satisfaction, affective commitment, and work engagement and a negative effect on their intention to leave. In addition, employees’ engagement and job satisfaction positively mediate the HPWS effects on employees’ affective commitment and negatively on their intention to leave.Practical implications The findings not only validate previous studies’ conclusions, but also provide evidence for the potential fruitfulness of the HPWS approach in improving employees’ outcomes and well-being in turbulent times.Originality/value Although the argument that HPWS has a positive effect on organizational performance and productivity is well established, there are considerably fewer studies that examine the positive effects of HPWS specifically on employees’ job attitudes and outcomes, and the processes through which HPWS influences health-related outcomes. Finally, this study confirms the argument that HPWS can be a fruitful approach even in a country severely affected by Europe’s debt crisis over the last five years. [ABSTRACT FROM AUTHOR]

This study aims to analyse the mechanisms through which high performance work systems (HPWSs) affect employee job satisfaction in hospitality firms. A sample of 202 hotel employees working on Gran Canaria (Spain) was surveyed, and partial least squares structural equation modelling was applied to analyse the data. The results confirmed both the direct positive effect of HPWSs on job satisfaction and the indirect effect through a reduction in burnout. This study provides the first evidence of burnout as a mediating mechanism in the so-called black box that relates HPWSs to employee outcomes in the context of tourism and hospitality, and it contributes to the field with important theoretical contributions, as well as managerial recommendations. • HPWSs positively and directly affect job satisfaction. • Workers' burnout mediates the relationship between HPWSs and job satisfaction. • The abilities bundle improve job satisfaction. • The motivation and opportunities bundles reduce burnout. [ABSTRACT FROM AUTHOR]

This study focuses on immigrants in Canada and examines their job satisfaction as compared to Canadian-born employees. The authors explore whether high performance work systems (HPWS) affect immigrant employees’ job satisfaction differently than Canadian-born, where HPWS include empowerment, motivation and skill enhancing sub-bundles of practices. The study uses Statistics Canada’s Workplace and Employee Survey, a longitudinal dataset consisting of six years of data from 1999 to 2004 and 49,344 employees. Ordered logistic regression analyses are used to explore causal relationships. The moderation results show that increases in the motivation sub-bundle and increases in overall experience of HPWS practices are related to increases in job satisfaction among immigrants when compared to Canadian-born employees. Immigrants are a segment of the workforce that is understudied in management. This study identifies HPWS bundles that positively affect immigrants’ job satisfaction, suggesting a role for managers to capitalize on job satisfaction improvements ultimately contributing to organizational success. [ABSTRACT FROM AUTHOR]

We examine the impact of HPWS on the attitudes and retention of Chinese employees in multinational enterprises (MNEs) operating in China. More specifically, we examine the extent to which the degree of HPWS and the impact of these practices differ according to the country of origin of the MNE. We surveyed a sample of 410 Chinese employees currently working in Western and Asian MNEs. The findings indicate significant ‘country of origin’ effects, where employees of Western and Asian MNEs perceive different levels of HPWS are in operation in their respective organisations. Employee trust, job satisfaction and affective commitment are all important factors in the retention of Chinese employees of MNEs, with high levels of commitment being the most significant factor. However, the relative impact of these factors on employee retention differs by country of origin of the MNE. [ABSTRACT FROM AUTHOR]

Purpose: The analysis of the meaning of HPWS practices for employee and the identification of the positive human resource management practices essential for high performance work systems. Methodology: Literature review. Findings: Many research show that the HPWP implementation yields results in the form of increased productivity, increased in efficiency and benefits. There are many examples of the relationship between HPWS and various aspects of the functioning of the organization. In the debate on HPWS meaning for employee well-being there has been a polarization of opinions, some researchers have an enthusiastic attitude to the model, some are highly critical. Some aspects related to the system transformation decrease employee's well-being and job satisfaction, some conversely, have a good effect on both dimensions. The effect is additionally conditioned by the status of the employee. Implications for practice: In order to boost the efficiency of the organization through HPWS, the system and the practice of HRM should be individually designed relevant to the company conditions in acceptable to the organization and feasible way, and then it should be implemented in accordance with the adopted assumptions. [ABSTRACT FROM AUTHOR]

Organizational Role Stress (ORS) affects the productivity and efficiency of the employees and indirectly hurts organizations' profitability. The phenomenon is more acute for dual-career couples. The present paper seeks to explore the mediating role that ORS plays in the relationship between availability of High Performance Work Practices (HPWPs) and employee engagement, between HPWPs and job satisfaction, and between employee engagement and job satisfaction. The paper confirms the positive association between availability of HPWPs and employee engagement, between HPWPs and job satisfaction, and between employee engagement and job satisfaction. Further, ORS is also found to mediating these associations significantly. The result answers one of the baffling questions for HR experts, i.e., why same HR practice leads to different effects on different employees. One of the reasons is the different level of role stress experienced by different employees. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this study is to explore the antecedents of high-performance work systems (HPWS). HPWS promise workplaces that are both highly productive and offer employees high levels of job satisfaction. The existing literature tends to see HPWS as outcomes of planned change initiated by management as part of an human resource management (HRM) strategy. We question this assumption and show that under favourable conditions, HPWS may emerge from workers' self-organization. Design/methodology/approach -- A qualitative case study of a department producing automotive components was conducted. Empirical material was collected through participant observation. The material was coded for recurring themes and used to construct an explanatory model. Findings -- HPWS may emerge in the absence of managerial or HRM interventions. The emergence and reproduction of HPWS can be explained by a shop-floor culture of craftsmanship, worker solidarity and jobs with high levels of task significance and task identity. Research limitations/implications -- Future research is encouraged to explore and more carefully theorize the antecedents of HPWS. Of particular interest is the relationship between planned HPWS initiatives and elements of the informal work organization, which may also promote autonomy, flexibility and commitment. Practical implications -- Planned implementations of HPWS would benefit from appreciating and building on existing norms of craftsmanship and solidarity. Reinforcing and officially endorsing these norms may be preferable to introduce novel normative ideals of "teamwork", "empowerment" or "quality". Originality/value -- Few studies have systematically explored the antecedents of HPWS. The proposed concept "emergent HPWS", captures largely unacknowledged organizational dynamics. [ABSTRACT FROM AUTHOR]

Recent empirical evidence reveals considerable divergence between management reports and employee reports regarding organizational high performance work practices (HPWPs). This divergence implies that employees may not participate in some HPWPs that are formally present in their organizations, but also, that employees may participate in HPWPs that are not formally present in their organizations. In this study, we examine the implication of the latter case (i.e., employee participation in 'informal' HPWPs) for employee-level and organization-level outcomes. Our analyses, using data from the Statistics Canada Workplace and Employee Survey, suggest that employee participation in informal HPWPs is associated with enhanced job satisfaction and workplace profitability in a similar way as employee participation in formal HPWPs is associated with these outcomes. [ABSTRACT FROM AUTHOR]

Over the last two decades, high performance work systems (HPWSs) research has been dominated by examining the effects of these systems on firm performance. Research on the impact of HPWSs on employees has been marginalised. This study examines the impact of HPWSs on two psychological outcomes for employees, namely, subjective well-being (SWB) and workplace burnout, by utilising data collected from 1488 physicians and nurses in 25 Chinese hospitals. It also examines the moderating effects of employees' organisational based self-esteem (OBSE), as an individual intervention and physician–nurse relationships, as an organisational intervention, on the relationship between HPWSs and employee outcomes. HPWS is found to increase employees' SWB and decrease burnout. Such well-being-enhancing and burnout-relieving effects are stronger when employees have high OBSE. The positive effect of HPWS on SWB is also stronger when there is a collaborative relationship among employees in an organisation. The major contribution of this study is to unpack the ‘black box’ of how HPWS influences employee well-being in the Chinese healthcare sector context. [ABSTRACT FROM PUBLISHER]

High-performance work systems (HPWS)-performance research has dominated innovative human resource management studies for two decades. However, mainstream HPWS research has paid little attention to employees' perceptions of HPWS, or to the relationship between HPWS and corporate social performance (CSP). The influence of CSP on employee outcomes such as organizational commitment and organizational citizenship behaviour (OCB) has thus been similarly neglected. This paper seeks to investigate these missing links in literature using data collected from a sample of 700 employees in China. The findings demonstrate that HPWS is positively related to HPWS satisfaction and employees' perceptions of CSP. HPWS satisfaction fully mediates the relationship between HPWS and employees' affective commitment (AC). There are multiple mediators between HPWS and OCB, indicating more complicated mechanisms through which HPWS leads to desired HR outcomes. Employees' perceived CSP has a significant influence on HPWS satisfaction, AC and OCB, suggesting firms should place a premium on achieving a reputation as being socially responsible. [ABSTRACT FROM AUTHOR]

To address recent calls in the literature for additional work on the role of high-performance work systems (HPWS) in determining individual outcomes, this study examines the relationship between employees' perceptions of HPWS and intention to leave, as well as the possible mediating role of job satisfaction, procedural justice and intrinsic motivation in this relationship. The model is tested with EQS 6.1, on a sample of 155 engineers from 19 different companies and industries. Results indicate that HPWS is associated positively with job satisfaction, procedural justice and intrinsic motivation. Results also show that only job satisfaction mediates the relationship between HPWS and engineers' intention to leave, whereas procedural justice and intrinsic motivation mediate the relationship between HPWS and job satisfaction. [ABSTRACT FROM PUBLISHER]

Purpose -- This study aims to empirically test a model of affective and behavioural job outcomes grounded in Bagozzi's reformulation of attitude theory in the novel context of a retail bank in Russia. Design/methodology/approach -- Frontline employees (FLEs) completed a self-administered questionnaire on how factors characterizing high performance work practices (HPWPs) affect their job satisfaction and organizational commitment, and how these job attitudes impact their job performance. Findings -- Results suggest there is a significant influence of HPWPs on job attitudes, but only job satisfaction influences job performance. Practical implications -- Job satisfaction is identified as a critical work lever and should receive priority from management relative to actions designed to foster organizational commitment. Originality/value -- Despite the breadth and depth of international research on service quality, to date there has been no study of high performance work practices and their impact on the job performance of service workers in Russia. Retail banks, after operating for years in a highly regulated environment and virtually devoid of competition, now recognize that their very survival depends on the delivery of quality service at the frontline. [ABSTRACT FROM AUTHOR]

High-performance work systems have been widely adopted in the workplace. Previous research on high-performance work systems debated whether the generated effects are mutual gains or conflicting outcomes for employers and employees. Drawing on the job demands and resources model, this conceptual study proposes that high-performance work systems can be both beneficial and harmful by eliciting distinct perceptions in employees. Specifically, perceptions of job resources are the positive and perceptions of job demands are the negative mechanism whereby high-performance work systems affect employee job performance. This research further proposes that servant leadership strengthens the positive impact of high-performance work systems, whereas directive leadership strengthens the negative impact. Overall, this conceptual research provides new insights into the research on high-performance work systems. [ABSTRACT FROM AUTHOR]