The effects of high performance work practices on job outcomes: Evidence from frontline employees in Russia

Abstract

Purpose

This study aims to empirically test a model of affective and behavioural job outcomes grounded in Bagozzi's reformulation of attitude theory in the novel context of a retail bank in Russia.

Design/methodology/approach

Frontline employees (FLEs) completed a self‐administered questionnaire on how factors characterizing high performance work practices (HPWPs) affect their job satisfaction and organizational commitment, and how these job attitudes impact their job performance.

Findings

Results suggest there is a significant influence of HPWPs on job attitudes, but only job satisfaction influences job performance.

Practical implications

Job satisfaction is identified as a critical work lever and should receive priority from management relative to actions designed to foster organizational commitment.

Originality/value

Despite the breadth and depth of international research on service quality, to date there has been no study of high performance work practices and their impact on the job performance of service workers in Russia. Retail banks, after operating for years in a highly regulated environment and virtually devoid of competition, now recognize that their very survival depends on the delivery of quality service at the frontline.

Citation

Gibbs, T. and Ashill, N.J. (2013), "The effects of high performance work practices on job outcomes: Evidence from frontline employees in Russia", International Journal of Bank Marketing, Vol. 31 No. 4, pp. 305-326. https://doi.org/10.1108/IJBM-10-2012-0096