Hostname: page-component-76c49bb84f-ckhzl Total loading time: 0 Render date: 2025-07-07T21:50:43.022Z Has data issue: false hasContentIssue false
  • English
  • Français

Does high-performance work system bring job satisfaction? Exploring the non-linear effect of high-performance work system using the ‘too much of a good thing’ theory

Published online by Cambridge University Press:  21 July 2022

Liang Yan ,
Jing Zhao Open the ORCID record for Jing Zhao [Opens in a new window] ,
Qian Zhang  and
Mary D. Sass Open the ORCID record for Mary D. Sass [Opens in a new window]
Liang Yan
Affiliation:
Organizational Management, International Business School, Shaanxi Normal University, Xi’an 710119, China
Jing Zhao*
Affiliation:
International Business School, Shaanxi Normal University, Xi’an 710119, China
Qian Zhang
Affiliation:
International Business School, Shaanxi Normal University, Xi’an 710119, China
Mary D. Sass
Affiliation:
Department of Management, Western Washington University, 516 High Street, Bellingham WA 98007-9075, USA
*
Author for correspondence: Jing Zhao, E-mail: zj199929@snnu.edu.cn
Get access Rights & Permissions [Opens in a new window]

Abstract

We examine the relationship between high-performance work system (HPWS) and job satisfaction, drawing on the ‘too much of a good thing’ theory, to establish whether a non-linear relationship can explain conflicts in previous findings. Moreover, we extend the study by exploring the mediating role of work overload and the moderating role of person–organization fit (P–O fit). Based on a cross-sectional data set of 220 employees and a longitudinal data set of 373 employees from organizations in China, the empirical findings show an inverted U-shaped relationship between HPWS and job satisfaction. Results also indicate that the relationship between HPWS and job satisfaction is fully mediated by work overload, and that P–O fit negatively moderates HPWS-work overload and HPWS-job satisfaction relationships. These results shed new light on how HPWS impacts employee outcomes and practical implications for managers are discussed.

Keywords

High-performance work systemjob satisfactionperson–organization fittoo much of a good thing theorywork overload

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 31 , Issue 2 , March 2025 , pp. 715 - 739
Copyright
© The Author(s), 2022. Published by Cambridge University Press in association with the Australian and New Zealand Academy of Management.

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

Afsar, B., Badir, Y., & Khan, M. M. (2015). Person–job fit, person–organization fit and innovative work behavior: The mediating role of innovation trust. The Journal of High Technology Management Research, 26(2), 105–116.10.1016/j.hitech.2015.09.001CrossRefGoogle Scholar
Agho, A. O., Price, J. L., & Mueller, C. W. (1992). Discriminant validity of measures of job satisfaction, positive affectivity and negative affectivity. Journal of Occupational and Organizational Psychology, 65(3), 185–195.10.1111/j.2044-8325.1992.tb00496.xCrossRefGoogle Scholar
Alarcon, G. M. (2011). A meta-analysis of burnout with job demands, resources, and attitudes. Journal of Vocational Behavior, 79(2), 549–562.10.1016/j.jvb.2011.03.007CrossRefGoogle Scholar
Alfes, K., Veld, M., & Fürstenberg, N. (2021). The relationship between perceived high-performance work systems, combinations of human resource well-being and human resource performance attributions and engagement. Human Resource Management Journal, 31(3), 729–752.10.1111/1748-8583.12310CrossRefGoogle Scholar
Alniaçik, E., Alniaçik, Ü, Erat, S., & Akçin, K. (2013). Does person–organization fit moderate the effects of affective commitment and job satisfaction on turnover intentions? Procedia-Social and Behavioral Sciences, 99(6), 274–281.10.1016/j.sbspro.2013.10.495CrossRefGoogle Scholar
Altaf, A., & Wan, M. A. A. (2011). Moderating affect of workplace spirituality on the relationship of job overload and job satisfaction. Journal of Business Ethics, 104(1), 93–99.10.1007/s10551-011-0891-0CrossRefGoogle Scholar
Anderson, C. R. (1976). Coping behaviors as intervening mechanisms in the inverted-U stress-performance relationship. Journal of Applied Psychology, 61(7), 30–34.10.1037/0021-9010.61.1.30CrossRefGoogle ScholarPubMed
Behravesh, E., Tanova, C., & Abubakar, A. M. (2020). Do high-performance work systems always help to retain employees or is there a dark side? The Service Industries Journal, 40(11–12), 825–845. doi: 10.1080/02642069.2019.1572748CrossRefGoogle Scholar
Bentler, P. M. (1990). Comparative fit indexes in structural models. Psychological Bulletin, 107(2), 238–246.10.1037/0033-2909.107.2.238CrossRefGoogle ScholarPubMed
Boon, C., Den Hartog, D. N., Boselie, P., & Paauwe, J. (2011). The relationship between perceptions of HR practices and employee outcomes: Examining the role of person-organisation and person-job fit. International Journal of Human Resource Management, 22(1), 138–162.10.1080/09585192.2011.538978CrossRefGoogle Scholar
Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35(5), 307–311.10.1037/h0055617CrossRefGoogle Scholar
Bretz, R. D. Jr, & Judge, T. A. (1994). Person–organization fit and the theory of work adjustment: Implications for satisfaction, tenure, and career success. Journal of Vocational Behavior, 44(1), 32–54.10.1006/jvbe.1994.1003CrossRefGoogle Scholar
Brislin, R. W. (1970). Back-translation for cross-cultural research. Journal of Cross-Cultural Psychology, 1(3), 185–216.10.1177/135910457000100301CrossRefGoogle Scholar
Cable, D. M., & Derue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875–884.10.1037/0021-9010.87.5.875CrossRefGoogle ScholarPubMed
Cai, Z., Morris, J. L., & Chen, J. (2011). Explaining the human resource management preferences of employees: A study of Chinese workers. International Journal of Human Resource Management, 22(16), 3245–3269.10.1080/09585192.2011.560863CrossRefGoogle Scholar
Chatman, J. A. (1989). Improving interactional organizational research: A model of person–organization fit. Academy of Management Review, 14(3), 333–349.10.2307/258171CrossRefGoogle Scholar
Cliff, N., & Earleywine, M. (1994). All predictors are ‘mediators’ unless the other predictor is a ‘suppressor,’. Unpublished manuscript. University of Southern California.Google Scholar
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501–528.10.1111/j.1744-6570.2006.00045.xCrossRefGoogle Scholar
De Beer, L. T., Pienaar, J., & Rothmann, S. Jr (2016). Work overload, burnout, and psychological ill-health symptoms: A three-wave mediation model of the employee health impairment process. Anxiety, Stress, & Coping, 29(4), 387–399.10.1080/10615806.2015.1061123CrossRefGoogle ScholarPubMed
Demerouti, E., Baaker, A., Nachreiner, F., & Schaufeli, W. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512.10.1037/0021-9010.86.3.499CrossRefGoogle ScholarPubMed
Den Hartog, D. N., Boon, C., Verburg, R. M., & Croon, M. A. (2012). HRM, communication, and perceived performance: A cross-level test. Journal of Management, 39(6), 1637–1665.10.1177/0149206312440118CrossRefGoogle Scholar
De Reuver, R., Van de Voorde, K., & Kilroy, S. (2019). When do bundles of high-performance work systems reduce employee absenteeism? The moderating role of workload. The International Journal of Human Resource Management, 19(1), 1–21. doi: 10.1080/09585192.2019.1616594Google Scholar
Doane, L. S., Schumm, J. A., & Hobfoll, S. E. (2012). The positive, sustaining, and protective power of resources: Insights from conservation of resources theory. In Törnblom, K. & Kazemi, A. (Eds.), Handbook of social resource theory. Critical issues in social justice (pp. 301–310). New York, NY: Springer).Google Scholar
Downes, P. E., Kristof-Brown, A. L., Judge, T. A., & Darnold, T. C. (2017). Motivational mechanisms of self-concordance theory: Goal-specific efficacy and person–organization fit. Journal of Business and Psychology, 32(2), 197–215.10.1007/s10869-016-9444-yCrossRefGoogle Scholar
Edwards, J. R., & Lambert, L. S. (2007). Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12(1), 1.10.1037/1082-989X.12.1.1CrossRefGoogle ScholarPubMed
Erdogan, B., & Bauer, T. N. (2005). Enhancing career benefits of employee proactive personality: The role of fit with jobs and organizations. Personnel Psychology, 58(4), 859–891.10.1111/j.1744-6570.2005.00772.xCrossRefGoogle Scholar
Fabi, B., Lacoursière, R., & Raymond, L. (2015). Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations. International Journal of Manpower, 36(5), 772–790.10.1108/IJM-01-2014-0005CrossRefGoogle Scholar
Fan, D., Cui, L., Zhang, M. M., Zhu, C. J., Charmine, E. J., & Nyland, C. (2014). Influence of high-performance work systems on employee subjective well-being and job burnout: Empirical evidence from the Chinese healthcare sector. International Journal of Human Resource Management, 25(7), 931–950.10.1080/09585192.2014.876740CrossRefGoogle Scholar
Farooq Abbasi, T. (2015). Impact of work overload on stress, job satisfaction, and turnover intentions with moderating role of Islamic work ethics. Management Studies and Economic Systems, 2(1), 27–37.10.12816/0018080CrossRefGoogle Scholar
Feng, Y., Li, A., Liang, Y., & Wang, X. (2017). The curvilinear relation between working time pressure and subjective well-being: Mediating effect of basic psychological need satisfaction. Human Resources Development of China, 29(08), 25–35.Google Scholar
Fernandes, B. H. R., Rezaee, A., & Appio, J. (2019). Human resource management practices, person-environment fit and financial performance in Brazilian publicly traded companies. International Journal of Economics and Management Engineering, 13(3), 262–270.Google Scholar
García-Chas, R., Neira-Fontela, E., & Castro-Casal, C. (2014). High-performance work system and intention to leave: A mediation model. International Journal of Human Resource Management, 25(3), 367–389.10.1080/09585192.2013.789441CrossRefGoogle Scholar
García-Chas, R., Neira-Fontela, E., & Varela-Neira, C. (2016). High-performance work systems and job satisfaction: A multilevel model. Journal of Managerial Psychology, 31(2), 451–466.10.1108/JMP-04-2013-0127CrossRefGoogle Scholar
Grant, A. M., & Schwartz, B. (2011). Too much of a good thing: The challenge and opportunity of the inverted U. Perspectives on Psychological Science, 6(1), 61–76.10.1177/1745691610393523CrossRefGoogle ScholarPubMed
Gregory, B. T., Albritton, M. D., & Osmonbekov, T. (2010). The mediating role of psychological empowerment on the relationships between P–O fit, job satisfaction, and in-role performance. Journal of Business and Psychology, 25(4), 639–647.10.1007/s10869-010-9156-7CrossRefGoogle Scholar
Hakanen, J. J., Schaufeli, W. B., & Ahola, K. (2008). The job demands-resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress, 22(3), 224–241.10.1080/02678370802379432CrossRefGoogle Scholar
Halbesleben, J. R., Neveu, J., Paustian-Underdahl, S. C., & Westman, M. (2014). Getting to the ‘COR’ understanding the role of resources in conservation of resources theory. Journal of Management, 40(5), 1334–1364.10.1177/0149206314527130CrossRefGoogle Scholar
Hamstra, M. R. W., Van Vianen, A. E. M., & Koen, J. (2019). Does employee perceived person–organization fit promote performance? The moderating role of supervisor perceived person–organization fit. European Journal of Work and Organizational Psychology, 28(5), 594–601.10.1080/1359432X.2018.1485734CrossRefGoogle Scholar
Han, J., Sun, J., & Wang, H. (2020). Do high-performance work systems generate negative effects? How and when? Human Resource Management Review, 30(2), 100699.10.1016/j.hrmr.2019.100699CrossRefGoogle Scholar
Harley, B., Sargent, L., & Allen, B. (2010). Employee responses to ‘high performance work system’ practices: An empirical test of the disciplined worker thesis. Work, Employment and Society, 24(4), 740–760.10.1177/0950017010380638CrossRefGoogle Scholar
Hayati, K., & Caniago, I. (2012). Islamic work ethic: The role of intrinsic motivation, job satisfaction, organizational commitment and job performance. Procedia-Social and Behavioral Sciences, 65, 1102–1106.10.1016/j.sbspro.2014.05.148CrossRefGoogle Scholar
Heffernan, M., & Dundon, T. (2016). Cross-level effects of high-performance work systems (HPWS) and employee well-being: The mediating effect of organisational justice. Human Resource Management Journal, 26(2), 211–231.10.1111/1748-8583.12095CrossRefGoogle Scholar
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513.10.1037/0003-066X.44.3.513CrossRefGoogle ScholarPubMed
Hobfoll, S. E. (2001). The influence of culture, community, and the nested-self in the stress process: Advancing conservation of resources theory. Applied Psychology, 50(3), 337–421.10.1111/1464-0597.00062CrossRefGoogle Scholar
Huang, Y., Fan, D., Su, Y., & Wu, F. (2018). High-performance work systems, dual stressors and ‘new generation’ employee in China. Asia Pacific Business Review, 24(4), 490–509.10.1080/13602381.2018.1451127CrossRefGoogle Scholar
Jamal, M. (1999). Job stress and employee well-being: A cross-cultural empirical study. Stress Medicine, 15(3), 153–158.10.1002/(SICI)1099-1700(199907)15:3<153::AID-SMI809>3.0.CO;2-03.0.CO;2-0>CrossRefGoogle Scholar
Jehanzeb, K., & Mohanty, J. (2018). Impact of employee development on job satisfaction and organizational commitment: Person–organization fit as moderator. International Journal of Training and Development, 22(3), 171–191.10.1111/ijtd.12127CrossRefGoogle Scholar
Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699–1724.10.1177/0149206311419663CrossRefGoogle Scholar
Jensen, J. M., & van de Voorde, F. C. (2016). High performance at the expense of employee health? Reconciling the dark side of high-performance work systems. In Ashkanasy, N. M., Bennet, R. J., & Martinko, M. (Eds.), Understanding the high-performance workplace: The line between motivation and abuse (pp. 63–84). New York: Routledge).Google Scholar
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. doi: 10.5465/amj.2011.0088CrossRefGoogle Scholar
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 36(2), 366–391.10.1177/0149206310365901CrossRefGoogle Scholar
Kroon, B., Van de Voorde, K., & Van Veldhoven, M. (2009). Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared. Personnel Review, 38(5), 509–525.10.1108/00483480910978027CrossRefGoogle Scholar
Lee, J. W. (2012). High-performance work systems, person–organization fit and organizational outcomes. International Journal of Trends in Business Administration, 1(2), 129–138.Google Scholar
Li, J., & Yuan, B. (2017). Both angel and devil: The suppressing effect of transformational leadership on proactive employee’s career satisfaction. International Journal of Hospitality Management, 65, 59–70.10.1016/j.ijhm.2017.06.008CrossRefGoogle Scholar
Locke, E. (1976). The nature and causes of job satisfaction. Handbook of Industrial and Organizational Psychology, 1, 1297–1343.Google Scholar
Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practices’ and employee attitudes: An investigation of additive and interaction effects. International Journal of Human Resource Management, 18(4), 537–567.10.1080/09585190601178745CrossRefGoogle Scholar
Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-Williams, J. S. (2011). Unlocking the black box: Exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96(6), 1105–1118.10.1037/a0024710CrossRefGoogle ScholarPubMed
Miao, R., Bozionelos, N., Zhou, W., & Newman, A. (2021). High-performance work systems and key employee attitudes: The roles of psychological capital and an interactional justice climate. The International Journal of Human Resource Management, 32(2), 443–477.10.1080/09585192.2019.1710722CrossRefGoogle Scholar
Miao, R., Lu, L., Cao, Y., & Du, Q. (2020). The high-performance work system, employee voice, and innovative behavior: The moderating role of psychological safety. International Journal of Environmental Research and Public Health, 17(4), 1150.10.3390/ijerph17041150CrossRefGoogle ScholarPubMed
Mittal, M., & Bhakar, S. S. (2018). Examining the impact of role overload on job stress, job satisfaction and job performance: A study among married working women in banking sector. International Journal of Management Studies, 2(7), 1–11.10.18843/ijms/v5i2(7)/01CrossRefGoogle Scholar
Muchinsky, P. M., & Monahan, C. J. (1987). What is person-environment congruence? Supplementary versus complementary models of fit. Journal of Vocational Behavior, 31(3), 268–277.10.1016/0001-8791(87)90043-1CrossRefGoogle Scholar
Nirel, N., Shirom, A., & Ismail, S. (2004). The relationship between job overload, burnout and job satisfaction, and the number of jobs of Israeli consultants. Harefuah, 143(11), 779–784.Google ScholarPubMed
Pierce, J. R., & Aguinis, H. (2011). The too-much-of-a-good-thing effect in management. Journal of Management, 39(2), 313–338.10.1177/0149206311410060CrossRefGoogle Scholar
Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.10.1146/annurev-psych-120710-100452CrossRefGoogle ScholarPubMed
Qi, W., Enhua, H., Jiandong, S., & Hongmei, S. (2021). Double-edged sword effect of high-performance work system on employee well-being-moderating effect of union practice. Frontiers in Psychology, 12, 619345. https://doi.org/10.3389/fpsyg.2021.619345.CrossRefGoogle ScholarPubMed
Saether, E. A. (2019). Motivational antecedents to high-tech R&D employees’ innovative work behavior: Self-determined motivation, person–organization fit, organization support of creativity, and pay justice. The Journal of High Technology Management Research, 30(2), 100350.10.1016/j.hitech.2019.100350CrossRefGoogle Scholar
Schlotz, W., Hellhammer, J., Schulz, P., & Stone, A. A. (2004). Perceived work overload and chronic worrying predict weekend-weekday differences in the cortisol awakening response. Psychosomatic Medicine, 66(2), 207–214.10.1097/01.psy.0000116715.78238.56CrossRefGoogle ScholarPubMed
Shrout, P. E., & Bolger, N. (2002). Mediation in experimental and nonexperimental studies: New procedures and recommendations. Psychological Methods, 7(4), 422.10.1037/1082-989X.7.4.422CrossRefGoogle ScholarPubMed
Song, W., Yu, H., & Qu, Q. (2021). High involvement work systems and organizational performance: The role of knowledge combination capability and interaction orientation. The International Journal of Human Resource Management, 32(7), 1566–1590.10.1080/09585192.2018.1539863CrossRefGoogle Scholar
Takeuchi, R., Chen, G., & Lepak, D. P. (2009). Through the looking glass of a social system: Cross-level effects of high-performance work systems on employees’ attitudes. Personnel Psychology, 62(1), 1–29.10.1111/j.1744-6570.2008.01127.xCrossRefGoogle Scholar
Tzelgov, J., & Henik, A. (1991). Suppression situations in psychological research: Definitions, implications, and applications. Psychological Bulletin, 109(3), 524.10.1037/0033-2909.109.3.524CrossRefGoogle Scholar
Van de Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62–78.10.1111/1748-8583.12062CrossRefGoogle Scholar
Van de Voorde, K., Paauwe, J., & Van Veldhoven, M. (2011). Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391–407.10.1111/j.1468-2370.2011.00322.xCrossRefGoogle Scholar
Van Yperen, N., & Hagedoorn, M. (2003). Do high job demands increase intrinsic motivation or fatigue or both? The role of job control and job social support. The Academy of Management Journal, 46(3), 339–348.Google Scholar
Viseu, J., Pinto, P., Borralha, S., & de Jesus, S. N. (2020). Role of individual and organizational variables as predictors of job satisfaction among hotel employees. Tourism and Hospitality Research, 20(4), 466–480.10.1177/1467358420924065CrossRefGoogle Scholar
Wang, C., Baba, V. V., Hackett, R. D., & Hong, Y. (2019). Employee-experienced high-performance work systems in facilitating employee helping and voice: The role of employees’ proximal perceptions and trust in the supervisor. Human Performance, 32(2), 69–91.10.1080/08959285.2019.1587765CrossRefGoogle Scholar
Wang, Z., Xing, L., & Zhang, Y. (2021). Do high-performance work systems harm employees’ health? An investigation of service-oriented HPWS in the Chinese healthcare sector. The International Journal of Human Resource Management, 32(10), 2264–2297.10.1080/09585192.2019.1579254CrossRefGoogle Scholar
Westman, M., & Eden, D. (1996). The inverted-U relationship between stress and performance: A field study. Work and Stress, 10(2), 165–173.10.1080/02678379608256795CrossRefGoogle Scholar
Wright, P., Gardner, T., Moynihan, L., & Allen, M. (2005). The relationship between HR practices and firm performance: Examining causal order. Personnel Psychology, 58(2), 409–446.10.1111/j.1744-6570.2005.00487.xCrossRefGoogle Scholar
Wu, P., & Chaturvedi, S. (2009). The role of procedural justice and power distance in the relationship between high-performance work systems and employee attitudes: A multilevel perspective. Journal of Management, 35(5), 1228–1247.10.1177/0149206308331097CrossRefGoogle Scholar
Wu, N., Hoque, K., Bacon, N., & Bou Llusar, J. C. (2015). High-performance work systems and workplace performance in small, medium-sized and large firms. Human Resource Management Journal, 25(4), 408–423.10.1111/1748-8583.12084CrossRefGoogle Scholar
Xi, M., Chen, Y., & Zhao, S. (2019). The role of employees’ perceptions of HPWS in the HPWS-performance relationship: A multilevel perspective. Asia Pacific Journal of Management, 38, 1113–1138.10.1007/s10490-019-09694-wCrossRefGoogle Scholar
Xian, H., Atkinson, C., & Meng-Lewis, Y. (2019). Guanxi and high-performance work systems in China: Evidence from a state-owned enterprise. The International Journal of Human Resource Management, 30(19), 2685–2704.10.1080/09585192.2017.1332670CrossRefGoogle Scholar
Xing, L., Sun, J., Yin, K., & Wang, Z. (2018). The too-much-of-a-good-thing effect and its mechanisms. Advances in Psychological Science, 26(04), 719–730.Google Scholar
Xu, T., & Lv, Z. (2018). HPWS and unethical pro-organizational behavior: A moderated mediation model. Journal of Managerial Psychology, 33(3), 265–278. doi: 10.1108/JMP-12-2017-0457CrossRefGoogle Scholar
Yan, A., Hu, R., & Xu, T. (2016). The relationship between new generation employees’ perceptions of high-performance work system and work-related well-being. Chinese Journal of Management, 13(4), 542–550.Google Scholar
Yu, Z., Zhang, Y., & Liu, J. (2012). A hybridism model of differentiated human resource management effectiveness in Chinese context. Human Resources Management Review, 22(3), 208–219.Google Scholar
Zhang, J., Akhtar, M. N., Bal, P. M., Zhang, Y., & Talat, U. (2018). How do high-performance work systems affect individual outcomes: A multilevel perspective. Frontiers in Psychology, 9, 586.10.3389/fpsyg.2018.00586CrossRefGoogle ScholarPubMed
Zhang, H., He, N., Li, R., & Yao, Q. (2013). Scale development of high-performance work system in the context of China. Chinese Journal of Management Science, 21(S1), 46–51.Google Scholar
Zhang, M., Zhu, C. J., Dowling, P. J., & Bartram, T. (2013). Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees. The International Journal of Human Resource Management, 24(16), 3196–3212.10.1080/09585192.2013.775026CrossRefGoogle Scholar