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The Boundary Conditions of High-Performance Work Systems–Organizational Citizenship Behavior Relationship: A Multiple-Perspective Exploration in the Chinese Context
This research synthesizes social exchange, organizational culture, and social identity theories to explore the boundary conditions of the relationship between high-performance work systems and employee organizational citizenship behavior. In particular, it draws on the China-specific management cont...
Autores principales: | , , , , , , , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Frontiers Media S.A.
2022
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8812525/ https://www.ncbi.nlm.nih.gov/pubmed/35126227 http://dx.doi.org/10.3389/fpsyg.2021.743457 |
Sumario: | This research synthesizes social exchange, organizational culture, and social identity theories to explore the boundary conditions of the relationship between high-performance work systems and employee organizational citizenship behavior. In particular, it draws on the China-specific management context. In this country, in spite of the wide use of a long-term-oriented and loose-control-focused Western-styled strategic human resource management (HRM) model, a short-term-focused and tight-control-oriented error aversion culture is still popular. The study uses multi-source individual-level survey data in a large state-owned enterprise to test the hypotheses. It is found that employee-experienced, Western-styled high-performance work systems positively impact a China-specific employee’s organizational citizenship behavior (OCB), and the—joint—moderation effects of employee-perceived error aversion culture and organizational identification are significant. The research findings deepen the understanding of the HRM-OCB relationship by demonstrating that culture and identity can jointly adjust the effects of HRM on OCB. The findings also challenge an established argument in the HRM-OCB literature that compatibility between employees’ personalities and organizational values – organizational identification – can enhance OCB. |
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