+ Site Statistics
+ Search Articles
+ PDF Full Text Service
How our service works
Request PDF Full Text
+ Follow Us
Follow on Facebook
Follow on Twitter
Follow on LinkedIn
+ Subscribe to Site Feeds
Most Shared
PDF Full Text
+ Translate
+ Recently Requested

Line manager implementation perceptions as a mediator of relations between high-performance work practices and employee outcomes

Line manager implementation perceptions as a mediator of relations between high-performance work practices and employee outcomes

Journal of Applied Psychology 100(6): 1908-1918

Strategic human resources management (SHRM) scholars recently have suggested that high-performance work practices (HPWP) implementation might serve as a critical mediator between HPWP and workplace outcomes. This study proposes and tests a model that positions line managers' perceptions regarding the extent to which they implement their organization's HPWP as a mediator of relations between HPWP and employee attitudes (i.e., turnover intentions and participative decision-making perceptions) and behavior (i.e., job performance). Using data from 507 line managers and 109 matched line manager-subordinate response sets, the results suggest that line managers' HPWP implementation perceptions fully mediate relations between HPWP and employee outcomes. The authors also found that line managers' human resources competency and political skill affect their HPWP implementation perceptions. Overall, these findings contribute to a more informed understanding of relationships between HPWP and work outcomes and suggest that additional SHRM research is needed to better understand whether and how HPWP are implemented.

Please choose payment method:

(PDF emailed within 0-6 h: $19.90)

Accession: 058219355

Download citation: RISBibTeXText

PMID: 26011722

DOI: 10.1037/apl0000024

Related references

The creative work environment: manager and employee perceptions of factors that influence creativity within land-grant communication units. Journal of applied communications8(3): 1-13, 1994

Integrated and isolated impact of high-performance work practices on employee health and well-being: A comparative study. Journal of Occupational Health Psychology 22(1): 98, 2017

Toward a high-performance management system in health care, part 4: Using high-performance work practices to prevent central line-associated blood stream infections-a comparative case study. Health Care Management Review 41(3): 233-243, 2018

Causal Impact of Employee Work Perceptions on the Bottom Line of Organizations. Perspectives on Psychological Science 5(4): 378-389, 2010

Employee drinking practices and work performance. Journal of Studies on Alcohol 60(2): 261-270, 1999

Employee self-enhancement motives and job performance behaviors: investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment. Journal of Applied Psychology 92(3): 745-756, 2007

A configurational approach to the relationship between high-performance work practices and frontline health care worker outcomes. Health Services Research 47(4): 1460-1481, 2012

Effects of a strategy to improve offender assessment practices: Staff perceptions of implementation outcomes. Drug and Alcohol Dependence 152: 230-238, 2015

Work attitudes and decisions as a function of manager age and employee age. Journal of Applied Psychology 88(3): 529-537, 2003

Employee satisfaction and theft: testing climate perceptions as a mediator. Journal of Psychology 141(4): 389-402, 2007

Effective employee counseling for the first-line health care manager. Health Care Manager 25(4): 362-369, 2007

The relationship of hotel management practices to employee learning and performance orientations of low and high self-efficacious employees. Journal of Foodservice Business Research 8(1): 17-34, 2005

Employee performance problems: what a laundry manager can do. Laundry News 6(12): 29, 1980

The manager's approach to employee performance problems. Health Care Manager 22(1): 63-69, 2003

Managing Performance Through the Manager–Employee Relationship. Industrial and Organizational Psychology 4(2): 208-214, 2011