The Cross-Level Influence of High-Performance Work Systems and Employee Innovative Behavior:A Mediated Effect Based on Self-Efficacy
With the advent of the era of knowledge economy,enterprises are gradually aware of the impor-tance of human resource management.In order to cope with the changes in the external environment and the con-tinuous influx of new generation of employees,enterprises need to stimulate the innovative behavior of this emerg-ing group through the implementation of scientific and effective human resource management system,so as to cul-tivate talent advantages and improve core competitiveness for enterprises.As an important part of strategic human resource management,high-performance work system is generally recognized as the best combination of human resources,organizational structure,and technical practices in an organization.In past studies,HPWS has been shown to improve employee knowledge,professional skills and motivation,but many scholars have questioned its validity and monistic views.Therefore,it is necessary to study whether there are differences between different levels of HPWS from the perspective of process view,and how it affects the innovative behavior of employees.Social cognitive theory points out that individual cognition and behavior will be affected by the environment.Based on this theory,relevant variables are selected to analyze how HPWS implemented by organization achieves cross-layer influence on employee innovation behavior.We conducted a paired questionnaire survey among 90 HR managers and 1350 employees in 90 enterprises,and adopted the paired sample T-test and multi-layer linear re-gression method to verify the mechanism of HPWS implementation on employees'innovative behavior.The con-clusions of the study are as follows:First,there is indeed a perceived difference between the HPWS implemented by organization and the HPWS perceived by employees,and there is a strong positive correlation between them.Second,inclusive leadership plays a significant moderating role between the HPWS implemented by organization and the HPWS perceived by employees,with higher levels of inclusive leadership leading to higher perceived con-sistency.Thirdly,the HPWS implemented by organization promotes employee innovation behavior through the chain mediation of HPWS perceived by employees and role breadth self-efficacy.Finally,job autonomy moderates the positive relationship between role breadth self-efficacy and employees'innovative behavior,and the higher the employee's job autonomy,the stronger the effect.Finally,combined with the social cognitive theory,the mechanism of organizational implementation of HP-WS on employees'innovative behavior is clarified through the chain mediation of employees'perception of HP-WS and role breadth self-efficacy,and the moderating effect of job autonomy is also verified.This contributes to better understand the top-down effect of HPWS on employee behavior,and enriches the research on the boundary conditions of the effectiveness of human resource management system.Based on the combination of relevant theories and literature,this study further enriches the literature related to strategic human resource management and leadership,and makes the following theoretical contributions:First,this study studies the cross-layer HPWS model from the perspective of process view,which confirms the existence of perceived HPWS differences,reveals the phases of the process of implementing human resource management systems,expands and enriches the HPWS research literature at different levels.Secondly,based on this foundation and combined with the leadership research,it is found that inclusive leadership can effectively narrow the perceived HPWS difference,which verifies the boundary role of leadership behavior in the institutional environ-ment,and provides a direction for enterprises to effectively implement HPWS.Finally,combined with the social cognitive theory,the mechanism of organizational implementation of HPWS on employees'innovative behavior is clarified through the chain mediation of employees'perception of HPWS and role breadth self-efficacy,and the moderating effect of job autonomy is also verified.This contributes to better understand the top-down effect of HPWS on employee behavior,opens the"black box"of HPWS cross-layer research,and enriches the boundary condition research of the effectiveness of human resource management system.In view of the limitations of this study,the cross-layer research of HPWS can be further supplemented and improved through the following aspects in the future.Firstly,data collection across time points and more objective variable measurement methods can be carried out to improve the reliability of data;Secondly,HPWS at the depart-ment level can be introduced to refine the research at different levels in the future;Finally,the perceived difference can be quantified and measured as a separate variable,and its specific sources and other leadership traits or situational variables that can narrow the perceived difference can be studied.The contingent factors and boundary conditions of the effective implementation of HPWS in organizations can be further explored to enrich the relevant theoretical research.
high-performance work systemrole breadth self-efficacyinnovative behaviorinclusive leader-ship
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