When HRM meets politics: Interactive effects of high-performance work systems, organizational politics, and political skill on job performance

IF 5.4 2区管理学 Q1 INDUSTRIAL RELATIONS & LABOR

Human Resource Management Journal Pub Date : 2024-02-15 DOI:10.1111/1748-8583.12546

Huikun Chang, Jongwook Pak

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引用次数: 0

Abstract

Recently, scholars in strategic human resource management have attended to internal dynamics that give rise to variability within organizations. Given that workplace politics is an inherent and inevitable part of organizational life, this study investigates the interplay of organizational politics (OP) and an individual's political skill (PS) in shaping the relationship between high-performance work systems (HPWS) and employees' performance behaviors. Utilizing multilevel, multisource data collected in two phases from 187 employees nested within 47 workgroups, we explore cross-level three-way interaction effects involving group-level HPWS, OP, and individual-level PS on task performance and organizational citizenship behaviors. The results reveal that the positive impact of HPWS is more pronounced among individuals with strong PS when OP is low. Conversely, in high OP environments, the HPWS–performance relationship becomes negative for those with poor PS, while individuals with strong PS continue to exhibit positive outcomes. These findings contribute to a deeper understanding of the intricate and nuanced nature of the HPWS–performance relationship.

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当人力资源管理遇到政治：高绩效工作系统、组织政治和政治技能对工作绩效的交互影响

最近，战略人力资源管理领域的学者们开始关注导致组织内部变异的内部动态。鉴于工作场所政治是组织生活中固有且不可避免的一部分，本研究探讨了组织政治（OP）和个人政治技能（PS）在塑造高绩效工作系统（HPWS）与员工绩效行为之间关系时的相互作用。我们利用分两个阶段从嵌套在 47 个工作组中的 187 名员工那里收集到的多层次、多来源数据，探讨了组级 HPWS、OP 和个体级 PS 对任务绩效和组织公民行为的跨层级三向交互效应。结果显示，当 OP 较低时，HPWS 的积极影响在 PS 强的个体中更为明显。相反，在高 OP 环境中，PS 差的人的 HPWS-绩效关系变为负相关，而 PS 强的人继续表现出积极的结果。这些发现有助于人们更深入地理解 HPWS 与绩效之间错综复杂的微妙关系。

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

Human Resource Management Journal Multiple-

CiteScore

2.80

自引率

10.90%

发文量

期刊介绍： Human Resource Management Journal (CABS/AJG 4*) is a globally orientated HRM journal that promotes the understanding of human resource management to academics and practicing managers. We provide an international forum for discussion and debate, and stress the critical importance of people management to wider economic, political and social concerns. Endorsed by the Chartered Institute of Personnel and Development, HRMJ is essential reading for everyone involved in personnel management, training, industrial relations, employment and human resource management.