High performance work practices and organizational performance-mediation analysis of explanatory theories

Abstract

Purpose

Although high-performance work practices (HPWPs) are considered to have a strong influence over organizational performance, researchers are not unanimous about the exact mechanism through which the impact of HPWS transcends to organizational performance. The purpose of this paper is to explore two explanatory theories (job characteristics theory and psychological impact theory) of HRM and examine their possible mediation effect on the relationship between HPWPs and organizational performance.

Design/methodology/approach

Structural equation modeling was used to examine the mediation effect.

Findings

Four constituents of job characteristics theory (autonomy, feedback, skill variety and task significance) and two constituents of psychological impact theory (job satisfaction and organization citizenship behavior) reported partial mediation.

Originality/value

The paper is based on primary data collected by author.

Citation

Garg, N. (2019), "High performance work practices and organizational performance-mediation analysis of explanatory theories", International Journal of Productivity and Performance Management, Vol. 68 No. 4, pp. 797-816. https://doi.org/10.1108/IJPPM-03-2018-0092