Perceptions of HPWS and performance: cross-level effects of team psychological contracts

Abstract

Purpose

This present study aims to examine how experiences of high-performance work systems (HPWS) in work teams affect employee’s work attitudes and performance. At the team level, the study explored the role of supervisory support in the relationship experienced HPWS -team performance. In explaining employee attitudes and behaviours at the individual level, such as organisational citizenship behaviour (OCB), the study adopted a psychological contract approach.

Design/methodology/approach

The moderating role of supervisory support was investigated at the team level while exploring mediation effects of psychological contract beliefs in work teams in cross-level relationships with individual attitudes and behaviours.

Findings

Results indicate partial mediation of fulfilment of psychological contracts in work teams in the experienced HPWS-OCB relationship. At the team level, supervisory support perceptions moderate the effects of shared experiences of HPWS on product and service innovation in work teams.

Originality/value

The focus on the employee perspective of HPWS, the factor-analytic approach of measuring HPWS experiences and the role of team psychological contracts in employee attitudes and behaviours represent the main contributions of this study to HR research.

Citation

Schreuder, F., Schalk, R. and Batistič, S. (2020), "Perceptions of HPWS and performance: cross-level effects of team psychological contracts", Team Performance Management, Vol. 26 No. 7/8, pp. 429-450. https://doi.org/10.1108/TPM-05-2020-0035