TY - JOUR
T1 - High performance work system and HCN performance
AU - Shih, Hsi An
AU - Chiang, Yun Hwa
AU - Hsu, Chu Chun
N1 - Funding Information:
This study is supported by the National Council of Science, Taiwan, under grant NSC 95-2416-H-006-002 . The interpretations, conclusions, and recommendations, however, are those of the author(s), and do not necessarily represent that of the organization. The authors appreciate the very helpful comments from the reviewers and the editor. Their opinions have immensely enhanced the quality of this research. The authors wish to thank Jason Shaw for helpful comments on earlier versions. The authors also appreciate the assistance in data collection offered by Master Jian-Lai Shih in Chung Tai Chan Monastery and Miss Pei-Fen Lin.
Copyright:
Copyright 2013 Elsevier B.V., All rights reserved.
PY - 2013/4
Y1 - 2013/4
N2 - This study argues that multinational corporations (MNCs) which implement high performance work system in their host country nationals may help their workers form relational psychological contracts with the MNC. Such practices can increase host country national work involvement and enhance their job performance. With survey data from 1084 host country nationals in 49 Taiwanese MNCs operating in China, this study uses structural equation modeling to examine the interdependent and simultaneous relationships between MNC implementation of high performance work system with host-country nationals, the formation of a relational psychological contract, work involvement, and host-country national job performance. Findings demonstrate that the relational psychological contract and work involvement are partial mediators in the relationship between high performance work system and job performance. The results show that MNCs can expect better job performance from host country nationals when implementing high performance work systems with these workers.
AB - This study argues that multinational corporations (MNCs) which implement high performance work system in their host country nationals may help their workers form relational psychological contracts with the MNC. Such practices can increase host country national work involvement and enhance their job performance. With survey data from 1084 host country nationals in 49 Taiwanese MNCs operating in China, this study uses structural equation modeling to examine the interdependent and simultaneous relationships between MNC implementation of high performance work system with host-country nationals, the formation of a relational psychological contract, work involvement, and host-country national job performance. Findings demonstrate that the relational psychological contract and work involvement are partial mediators in the relationship between high performance work system and job performance. The results show that MNCs can expect better job performance from host country nationals when implementing high performance work systems with these workers.
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U2 - 10.1016/j.jbusres.2012.01.002
DO - 10.1016/j.jbusres.2012.01.002
M3 - Article
AN - SCOPUS:84874309640
SN - 0148-2963
VL - 66
SP - 540
EP - 546
JO - Journal of Business Research
JF - Journal of Business Research
IS - 4
ER -