Impact of high involvement work systems in shaping power, knowledge sharing, rewards and knowledge perception of employees

IF 6.6 2区 管理学 Q1 INFORMATION SCIENCE & LIBRARY SCIENCE
Mai Nguyen, Nicolas Pontes, Ashish Malik, Jaya Gupta, Ritika Gugnani
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引用次数: 0

Abstract

Purpose

Amid challenges posed by the COVID-19 pandemic, fostering employee creativity has become paramount for organizations. However, there is a scarcity of research on digitalization of the workplace and its implications for implementing high involvement work systems (HIWSs) in organizations, particularly in relation to their impact on employee outcomes, such as creativity and job satisfaction. Additionally, limited attention has been given to the role of job level and organizational type in driving change during times of adversity. This study aims to examine the factors within the HIWSs model using the PIRK model – power (P), information sharing (I), rewards (R) and knowledge (K) to explore how HIWSs shape the extent of power individuals have over their employment, the sharing of information, the types of rewards that engage and motivate employees and the knowledge required to fulfil employees’ responsibilities effectively, both individually and collectively.

Design/methodology/approach

Using a qualitative research methodology, this study uses thematic analysis for data collection, analysis and interpretation. Semi-structured interviews (n = 48) served as the primary data collection method. Using the theoretical lenses of high-involvement practices and employee perceptions of PIRK, the effect on employee creativity and job satisfaction is analysed.

Findings

The findings of this study reveal that employee creativity is significantly influenced by how employees perceive power, information, rewards and knowledge. Moreover, the study highlights the role of transformational and transactional leadership in shaping employee perceptions of power, information and knowledge within HIWSs. A high perception of PIRK is found to positively impact employee job satisfaction.

Research limitations/implications

This study offers valuable insights for human resource management (HRM) professionals seeking to make informed decisions regarding best practices and initiatives for enhancing employee outcomes in the post-COVID era. By recognizing the pivotal role of HIWSs and their influence on employee perceptions, organizations can strategically implement HIWSs to foster creativity and job satisfaction. Furthermore, this research contributes to the existing literature by examining the interplay between HIWSs and the PIRK model in the context of workplace digitalization, emphasizing the importance of adapting HRM practices to address the evolving needs of the modern workforce.

Originality/value

This study will help HRM professionals in making informed decisions on the best practices and initiatives to enhance employee outcomes in the post-COVID era. This paper adds to the existing literature on HIWS and PIRK in the context of workplace digitalization.

高参与度工作系统对塑造员工权力、知识共享、奖励和知识认知的影响
目的在COVID-19大流行所带来的挑战中,培养员工的创造力已成为企业的首要任务。然而,关于工作场所数字化及其对组织实施高参与度工作系统(HIWS)的影响,特别是对员工创造力和工作满意度等结果的影响的研究却很少。此外,人们对工作级别和组织类型在逆境中推动变革的作用关注有限。本研究旨在使用 PIRK 模型(权力 (P)、信息共享 (I)、奖励 (R) 和知识 (K))对 HIWSs 模型中的因素进行研究,以探讨 HIWSs 如何影响个人对其工作的权力程度、信息共享、吸引和激励员工的奖励类型以及员工个人和集体有效履行职责所需的知识。半结构式访谈(n = 48)是主要的数据收集方法。研究结果本研究的结果显示,员工的创造力受到员工如何看待权力、信息、奖励和知识的显著影响。此外,研究还强调了变革型领导力和交易型领导力在形成高危行业员工对权力、信息和知识的认知方面所起的作用。本研究为人力资源管理(HRM)专业人士提供了宝贵的见解,帮助他们在后 COVID 时代就提高员工工作成果的最佳实践和举措做出明智决策。通过认识到人工智能工作站的关键作用及其对员工看法的影响,企业可以战略性地实施人工智能工作站,以提高创造力和工作满意度。此外,本研究通过考察工作场所数字化背景下 HIWS 与 PIRK 模型之间的相互作用,强调了调整人力资源管理实践以满足现代劳动力不断变化的需求的重要性,从而为现有文献做出了贡献。本文补充了工作场所数字化背景下有关 HIWS 和 PIRK 的现有文献。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
13.70
自引率
15.70%
发文量
99
期刊介绍: Knowledge Management covers all the key issues in its field including: ■Developing an appropriate culture and communication strategy ■Integrating learning and knowledge infrastructure ■Knowledge management and the learning organization ■Information organization and retrieval technologies for improving the quality of knowledge ■Linking knowledge management to performance initiatives ■Retaining knowledge - human and intellectual capital ■Using information technology to develop knowledge management ■Knowledge management and innovation ■Measuring the value of knowledge already within an organization ■What lies beyond knowledge management?
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