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J Appl Psychol. 2009 Mar;94(2):371-91. doi: 10.1037/a0013504.

Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality.

Author information

1
Management and Organization Department, Robert H. Smith School of Business, University of Maryland, College Park, MD 20742, USA. hliao@rhsmith.umd.edu

Abstract

Extant research on high-performance work systems (HPWSs) has primarily examined the effects of HPWSs on establishment or firm-level performance from a management perspective in manufacturing settings. The current study extends this literature by differentiating management and employee perspectives of HPWSs and examining how the two perspectives relate to employee individual performance in the service context. Data collected in three phases from multiple sources involving 292 managers, 830 employees, and 1,772 customers of 91 bank branches revealed significant differences between management and employee perspectives of HPWSs. There were also significant differences in employee perspectives of HPWSs among employees of different employment statuses and among employees of the same status. Further, employee perspective of HPWSs was positively related to individual general service performance through the mediation of employee human capital and perceived organizational support and was positively related to individual knowledge-intensive service performance through the mediation of employee human capital and psychological empowerment. At the same time, management perspective of HPWSs was related to employee human capital and both types of service performance. Finally, a branch's overall knowledge-intensive service performance was positively associated with customer overall satisfaction with the branch's service.

PMID:
19271796
DOI:
10.1037/a0013504
[Indexed for MEDLINE]

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