The Boundary Conditions of High-Performance Work Systems–Organizational Citizenship Behavior Relationship: A Multiple-Perspective Exploration in the Chinese Context

Frontiers in Psychology 12 (2022)
  Copy   BIBTEX

Abstract

This research synthesizes social exchange, organizational culture, and social identity theories to explore the boundary conditions of the relationship between high-performance work systems and employee organizational citizenship behavior. In particular, it draws on the China-specific management context. In this country, in spite of the wide use of a long-term-oriented and loose-control-focused Western-styled strategic human resource management model, a short-term-focused and tight-control-oriented error aversion culture is still popular. The study uses multi-source individual-level survey data in a large state-owned enterprise to test the hypotheses. It is found that employee-experienced, Western-styled high-performance work systems positively impact a China-specific employee’s organizational citizenship behavior, and the—joint—moderation effects of employee-perceived error aversion culture and organizational identification are significant. The research findings deepen the understanding of the HRM-OCB relationship by demonstrating that culture and identity can jointly adjust the effects of HRM on OCB. The findings also challenge an established argument in the HRM-OCB literature that compatibility between employees’ personalities and organizational values – organizational identification – can enhance OCB.

Links

PhilArchive



    Upload a copy of this work     Papers currently archived: 92,227

External links

Setup an account with your affiliations in order to access resources via your University's proxy server

Through your library

Similar books and articles

Analytics

Added to PP
2022-04-08

Downloads
10 (#1,198,690)

6 months
9 (#317,143)

Historical graph of downloads
How can I increase my downloads?