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Article
Publication date: 18 December 2020

Urtzi Uribetxebarria, Mónica Gago, Maite Legarra and Unai Elorza

This paper examines the extent to which investment in human capital (HC) influences employee well-being, focusing on companies in the Basque Country in Northern Spain…

Abstract

Purpose

This paper examines the extent to which investment in human capital (HC) influences employee well-being, focusing on companies in the Basque Country in Northern Spain. Specifically, it analyzes the effects of worker perceptions of high-involvement work system (HIWS) on job satisfaction (JS) and affective commitment (AC), directly and through the mediating role of trust in management. This trust mediating role was also explored by analyzing the isolated effects of high-involvement work processes (power, information, reward and knowledge [PIRK] enhancing practices) on JS and AC.

Design/methodology/approach

The structural equation modeling (SEM) approach was used on a sample of 2,199 employees from 425 organizations working in different industries. As the study was performed at the organizational level, aggregation was conducted first.

Findings

The findings revealed that trust partially mediated the relationship between HIWS and JS, although AC was directly predicted by the system. In contrast, a trust mediating role was confirmed in the relationship between all PIRK processes, JS and AC.

Originality/value

This study highlights the “hinge” role of trust in linking high-involvement work practices (HIWPs) as an approach to assess HC in organizations and well-being at work. It further conceptualizes HIWS via a PIRK model and operationalizes it through systemic and dimensional approach.

Article
Publication date: 1 February 2016

Unai Elorza, Christopher Harris, Aitor Aritzeta and Nekane Balluerka

The purpose of this paper is to understand how management and employee perspectives of high-performance work systems (HPWS) relate to employee discretionary behaviour. In…

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Abstract

Purpose

The purpose of this paper is to understand how management and employee perspectives of high-performance work systems (HPWS) relate to employee discretionary behaviour. In addition, the paper examines to what extent the relationship between employees’ perception of the HPWS and discretionary behaviour varies among different organizations/groups.

Design/methodology/approach

Two samples were used in the study. The first sample included data from 51 managers and 1,023 employees from 26 manufacturing companies. The second sample included 52 managers and 6,382 employees from 42 manufacturing companies.

Findings

The study shows that employee rated HPWS mediates the relationship between management rated HPWS and individual-level discretionary behaviour. Moreover, results showed that the effect of employee rated HPWS on discretionary behaviour varies among different organizations/groups.

Practical implications

Results show that employee perceptions of the HPWS more strongly predict employees’ discretionary behaviour than management rated HPWS. Moreover, it shows that employees’ perceptions of the same HPWS, but operating in different organizational contexts exhibit different levels of discretionary behaviour.

Originality/value

The study differentiates between management and employee perspectives of the HPWS. It also examines the variability of the relationship between HPWS and discretionary behaviour. Multilevel structural equation modelling is used to test the hypotheses.

Content available
Article
Publication date: 8 June 2021

Kenneth Cafferkey, Brian Harney, Keith Townsend and Jonathan Winterton

Abstract

Details

Employee Relations: The International Journal, vol. 43 no. 4
Type: Research Article
ISSN: 0142-5455

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