High-performance work systems and organizational identification: The mediating role of organizational justice and the moderating role of supervisor support

Abstract

Purpose

Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID).

Design/methodology/approach

Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data.

Findings

Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice.

Originality/value

This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.

Citation

Liu, F., Chow, I.H.-S. and Huang, M. (2020), "High-performance work systems and organizational identification: The mediating role of organizational justice and the moderating role of supervisor support", Personnel Review, Vol. 49 No. 4, pp. 939-955. https://doi.org/10.1108/PR-10-2018-0382