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Looking at both sides of high-performance work systems and individual performance: a job demands−resources model

Published online by Cambridge University Press:  25 March 2021

Yuan-Ling Chen Open the ORCID record for Yuan-Ling Chen [Opens in a new window]  and
Shyh-Jer Chen
Yuan-Ling Chen*
Affiliation:
College of Humanities and Management, National Ilan University, Taiwan
Shyh-Jer Chen
Affiliation:
Institute of Human Resource Management, College of Management, National Sun Yat-sen University, Kaohsiung City, Taiwan
*
Author for correspondence: Yuan-Ling Chen, E-mail: yuanling@niu.edu.tw
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Abstract

In this study, we show how high-performance work systems (HPWS) in an organization can significantly affect employees' creative performance and burnout. To do this, we propose and test a dual-process framework that is based on HR attribution theory, ability−motivation−opportunity theory, micro- and macro-theoretical perspectives, and the job demands−resources (JD-R) model. Using data from a multisource field study with a sample of 311 participants, we found that HPWS benefited employee creative performance and did not lead to employee burnout. However, HPWS affected both job demands and job resources when employees adopted self-protection and self-enhancement strategies. Also, we found that HPWS had unique indirect effects on employee creative performance via job resources whereas job demands fully mediated the relationship between HPWS and employee burnout. The findings shed light on key aspects of HR attribution theory. We discuss accompanying theoretical and practical implications.

Keywords

burnoutcreative performancehigh-performance work systems (HPWS)HR attribution theoryjob demands-resources model
Type
Research Article
Information
Journal of Management & Organization , Volume 29 , Issue 5 , September 2023 , pp. 872 - 892
Copyright
© Cambridge University Press and Australian and New Zealand Academy of Management 2021

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