Science Research Management

Science Research Management ›› 2018, Vol. 39 ›› Issue (11): 98-106.

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The effect of high-performance work system on both employers and employees under dual perspectives: A Chinese study case

Miao Rentao1，Zhou Wenxia2，Feng Xiliang1   

  1. 1. School of Labor and Economics, Capital University of Economics and Business, Beijing 100070, China；
    2. School of Labor and Human Resources, Renmin University of China, Beijing 100872, China
  • Received:2015-12-21 Revised:2018-02-19 Online:2018-11-20 Published:2018-11-26

Abstract: This study investigated the effects of high-performance work system (HPWS) on team innovative performance, job satisfaction and work-life balance satisfaction that included employee perceptions of HPWS as a mediator and leader-member exchange (LMX) as a moderator. Matched data was collected from 124 managers and 603 full-time employees. The results of hierarchical linear modeling revealed that managers’ implemented HPWS was positively related to team innovative performance, job satisfaction and work-life balance satisfaction; employee perceptions of HPWS partially mediated the relationships between managers’ implemented HPWS and job satisfaction and work-life balance satisfaction; and LMX moderated the positive relationship between managers’ implemented HPWS and employee perceptions of HPWS; furthermore, the moderating role of LMX on the relationship between managers’ implemented HPWS and job satisfaction was partially mediated by employee perceptions of HPWS.

Key words: high-performance work system (HPWS), perceived HPWS, leader-member exchange (LMX), cross-level study