High performance work practices, employee outcomes and organizational performance: a 2-1-2 multilevel mediation analysis

References

• Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2000). Manufacturing advantage: Why high-performance work systems pay off. Ithaca, NY: ILR Press.
   Google Scholar
• Asparouhov, T., & Muthén, B. (2006). Multilevel modeling of complex survey data. Paper presented at the American Statistical Association Conference, Seattle, WA: American Statistical Association.
   Google Scholar
• Bal, P., Kooij, D., & De Jong, S. (2013). How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50, 545–572.10.1111/joms.2013.50.issue-4
   Web of Science ®Google Scholar
• Barling, J., Kelloway, E. K., & Iverson, R. D. (2003). High-quality work, job satisfaction, and occupational injuries. Journal of Applied Psychology, 88, 276–283.10.1037/0021-9010.88.2.276
   PubMed Web of Science ®Google Scholar
• Beltrán-Martín, I., Roca-Puig, V., Escrig-Tena, A., & Bou-Llusar, J. (2008). Human resource flexibility as a mediating variable between high performance work systems and performance. Journal of Management, 34, 1009–1044.10.1177/0149206308318616
   Web of Science ®Google Scholar
• Bliese, P. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations (pp. 349–381). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Bonias, D., Bartram, T., Leggat, S., & Stanton, P. (2010). Does psychological empowerment mediate the relationship between high performance work systems and patient care quality in hospitals? Asia Pacific Journal of Human Resources, 48, 319–337.10.1177/1038411110381667
   Web of Science ®Google Scholar
• Boorman, S. (2009). The final report of the independent NHS health and well-being review [pdf]. Retrieved from http://www.dh.gov.uk/publications
   Google Scholar
• Byrne, B. (2012). Structural equation modelling with Mplus: Basic concepts, applications and programming. New York, NY: Taylor & Francis Group LLC.
   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, 501–528.10.1111/peps.2006.59.issue-3
   Web of Science ®Google Scholar
• Croon, M., Van Veldhoven, M., Peccei, R., & Wood, S. (2015). Researching individual well-being and performance in context: Multilevel mediational analysis for bathtub models. In M. van Veldhoven & R. Peccei (Eds.), Well-being and performance at work: The role of context (pp. 129–154). Hove: Psychology Press.
   Google Scholar
• Delery, J. (1998). Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review, 8, 289–309.10.1016/S1053-4822(98)90006-7
   Web of Science ®Google Scholar
• Dyer, L., & Reeves, T. (1995). Human resource strategies and firm performance: what do we know and where do we need to go? The International Journal of Human Resource Management, 6, 656–670.10.1080/09585199500000041
   Google Scholar
• Gould-Williams, J. (2003). The importance of HR practices and workplace trust in achieving superior performance: A study of public-sector organizations. The International Journal of Human Resource Management, 14, 28–54.10.1080/09585190210158501
   Web of Science ®Google Scholar
• Guerrero, S., & Barraud-Didier, V. (2004). High-involvement practices and performance of French firms. The International Journal of Human Resource Management, 15, 1408–1423.10.1080/0958519042000258002
   Web of Science ®Google Scholar
• Hacket, R. (1989). Work attitudes and employee absenteeism: A synthesis of the literature. Journal of Occupational Psychology, 62, 235–248.10.1111/joop.1989.62.issue-3
   Web of Science ®Google Scholar
• Hardy, G., Woods, D., & Wall, T. (2003). The impact of psychological distress on absence from work. Journal of Applied Psychology, 88, 306–314.10.1037/0021-9010.88.2.306
   PubMed Web of Science ®Google Scholar
• Harter, J., Schmidt, F., & Hayes, T. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268.10.1037/0021-9010.87.2.268
   PubMed Web of Science ®Google Scholar
• Jiang, K., Lepak, D., & Hu, J. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55, 1264–1294.10.5465/amj.2011.0088
   Web of Science ®Google 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, 509–525.
   Web of Science ®Google Scholar
• Lawler, E. (1986). High-involvement management. San Francisco, CA: Jossey-Bass.
   Google Scholar
• LeBreton, J., & Senter, J. (2008). Answers to 20 questions about interrater reliability and interrater agreement. Organizational Research Methods, 11, 815–852.
   Web of Science ®Google Scholar
• Macduffie, J. (1995). Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. ILR Review, 48, 197–221.10.1177/001979399504800201
   Google Scholar
• MacKinnon, D. (2008). Introduction to statistical mediation analysis. New York, NY: Lawrence Erlbaum.
   Google Scholar
• MacKinnon, D., Fritz, M., Williams, J., & Lockwood, C. (2007). Distribution of the product confidence limits for the indirect effect: Program PRODCLIN. Behavior Research Methods, 39, 384–389.10.3758/BF03193007
   PubMed Web of Science ®Google Scholar
• Macky, K., & Boxall, P. (2007). The relationship between ‘high-performance work practices’ and employee attitudes: An investigation of additive and interaction effects. The International Journal of Human Resource Management, 18, 537–567.10.1080/09585190601178745
   Web of Science ®Google Scholar
• Ogbonnaya, C., & Valizade, D. (2015). Participatory workplace activities, employee-level outcomes and the mediating role of work intensification. Management Research Review, 38, 540–558.10.1108/MRR-01-2014-0007
   Web of Science ®Google Scholar
• Pfeffer, J. (1994). Competitive advantage through people: Unleashing the power of the workforce. Boston, MA: Harvard Business School Press.
   Google Scholar
• Preacher, K., Zyphur, M., & Zhang, Z. (2010). A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 15, 209–233.10.1037/a0020141
   PubMed Web of Science ®Google Scholar
• Preuss, G. (2003). High performance work systems and organizational outcomes: The mediating role of information quality. ILR Review, 56, 590–605.10.1177/001979390305600403
   Google Scholar
• Sagie, A. (1998). Employee absenteeism, organizational commitment, and job satisfaction: Another look. Journal of Vocational Behavior, 52, 156–171.10.1006/jvbe.1997.1581
   Web of Science ®Google Scholar
• Sang, L., DonHee, L., & Chang-Yuil, K. (2012). The impact of high performance work systems in the health-care industry: Employee reactions, service quality, customer satisfaction, and customer loyalty. The Service Industries Journal, 32, 17–36.
   Web of Science ®Google Scholar
• Schaufeli, W., & Bakker, A. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25, 293–315.10.1002/(ISSN)1099-1379
   Web of Science ®Google Scholar
• Shen, J. (2015). Principles and applications of multilevel modeling in human resource management research. Human Resource Management. doi:10.1002/hrm.21666
   Google Scholar
• Sun, L., Aryee, S., & Law, K. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50, 558–577.
   Web of Science ®Google Scholar
• Taris, T. W., & Schreurs, P. J. (2009). Well-being and organizational performance: An organizational-level test of the happy-productive worker hypothesis. Work & Stress, 23, 120–136.
   Web of Science ®Google Scholar
• Truss, C. (2003). Strategic HRM: Enablers and constraints in the NHS. International Journal of Public Sector Management, 16, 48–60.10.1108/09513550310456418
   Google Scholar
• Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012). Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14, 391–407.10.1111/ijmr.2012.14.issue-4
   Web of Science ®Google Scholar
• Walton, R. (1985). From ‘control’ to ‘commitment’ in the workplace. Harvard Business Review, 63, 77–84.
   Web of Science ®Google Scholar
• West, M., & Dawson, J. (2012). Employee engagement and NHS performance. The King’s Fund.
   Google Scholar
• West, M., Guthrie, J., Dawson, J., Borrill, C., & Carter, M. (2006). Reducing patient mortality in hospitals: the role of human resource management. Journal of Organizational Behavior, 27, 983–1002.10.1002/(ISSN)1099-1379
   Web of Science ®Google Scholar
• Whitener, E. (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modelling. Journal of Management, 27, 515–535.
   Web of Science ®Google Scholar
• Wood, S., Van Veldhoven, M., Croon, M., & de Menezes, L. (2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human Relations, 65, 419–445.10.1177/0018726711432476
   Web of Science ®Google Scholar
• Zhang, B., & Morris, J. (2014). High-performance work systems and organizational performance: Testing the mediation role of employee outcomes using evidence from PR China. The International Journal of Human Resource Management, 25, 68–90.10.1080/09585192.2013.781524
   Web of Science ®Google Scholar