- Title
- High performance work systems and employee outcomes: a mediated moderated investigation into the roles of on-the-job embeddedness and job-based psychological ownership
- Creator
- Thevisuthan, Praveena
- Relation
- University of Newcastle Research Higher Degree Thesis
- Resource Type
- thesis
- Date
- 2023
- Description
- Research Doctorate - Doctor of Philosophy (PhD)
- Description
- High performing and motivated employees are the cornerstones for any organisation to achieve a competitive advantage. In this vein, the extant literature claims that high-performance work systems (HPWS) play a crucial role in creating favourable employee outcomes, such as more satisfied and motivated employees and in diminishing turnover intention amongst employees. However, although HPWS has been found to produce favourable employee outcomes, how knowledge regarding HPWS affects employee outcomes is still limited, the so-called ‘human resource management (HRM) black box’. Moreover, employees’ perceptions about HPWS and considerations regarding employee-level factors with the relationship of the HPWS-employee outcome are still limited. These research limitations lead to more calls for investigating HPWS at the individual level. In line with this research gap, this study proposes a mediated moderated conceptual framework that examines the role of employee-level mediating mechanisms of job-based psychological ownership and on-the-job embeddedness, and employee-level moderating mechanisms of employees’ positive perceptions of inclusive leadership and the negative role of employee professional identity, between HPWS. This is examined in relation to employee outcomes: employee job satisfaction, motivation and intention to leave. Therefore, this paper aims to unlock the ‘HRM black box’ by providing empirical evidence at the individual level to further understand the effects of HPWS on employee outcomes. To examine the role of HPWS on employee outcomes, this study conducted a survey by adopting a positivist research design and issued self-administered questionnaires to the healthcare professionals who perform direct patient care in public hospitals in Sri Lanka. Before the main survey, a pilot survey was conducted to refine the survey questionnaires further. After refining the pilot survey questionnaire, the main survey was conducted in two phases to avoid common method bias, as the data was collected entirely from one source. In the first phase, the first questionnaires that contained information on personal, independent, mediating, moderating and control variables were issued to the target sample. Then, after two weeks of issuing the first questionnaire, the second questionnaire containing information on the dependent variables was issued to the same respondents. Once all the questionnaires were collected, and after data cleansing, the data was analysed through structural equation techniques. The study results reveal that, except for one hypothesis, all the other seventeen hypotheses are supported, as promised. The results show that employees’ perceptions of HPWS significantly affect both employee job satisfaction and employee motivation. In contrast, they significantly negatively impact employee intention to leave. Moreover, the results find that all mediating hypotheses are supported for this study, indicating that both on-the-job embeddedness and job-based psychological ownership play fully mediating roles in strengthening the relationship between employees’ perceptions of HPWS and employee outcomes. However, surprisingly, the moderating role of inclusive leadership is not supported. On the other hand, very interestingly, the empirical findings support a negative moderating effect of professional identity between on-the-job embeddedness and employee job satisfaction. Furthermore, the results also find that professional identity negatively impacts the mediating effect of on-the-job embeddedness on the relationship between employees’ perceptions of HPWS and employee job satisfaction. The study results contribute to strategic human resource management by unravelling the ‘HRM black box’ between employees’ perceptions of the HPWS-employee outcomes path by introducing employee-level mediating and moderating mechanisms at the individual level. The study findings also contribute to managerial policymakers and practitioners, as well as healthcare policymakers and practitioners, by informing the importance of employees’ perceptions of HPWS in producing favourable employee outcomes and by suggesting novel pathways to further improve employee outcomes through enhancing employee embeddedness and psychological ownership feelings towards their jobs. Finally, this study also informs managerial practitioners on the need to consider the negative side of employee professional identity and how it can affect employee outcomes.
- Subject
- high- performance work systems; employee outcomes; employee job satisfaction; employee motivation; intention to leave; on- the-job embeddedness; job-based psychological ownership; professional identity; inclusive leadership
- Identifier
- http://hdl.handle.net/1959.13/1467827
- Identifier
- uon:47916
- Rights
- Copyright 2023 Praveena Thevisuthan
- Language
- eng
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | ATTACHMENT01 | Thesis | 1 MB | Adobe Acrobat PDF | View Details Download | ||
| View Details Download | ATTACHMENT02 | Abstract | 1 MB | Adobe Acrobat PDF | View Details Download |