Does psychological empowerment mediate the HPWS-AFFECTIVE commitment relationship?

Abstract

Purpose

The purpose of this paper is to bring new insights into the underexplored mediating role of psychological empowerment (PE) in the link between high-performance work systems (HPWS) and employees’ affective commitment. Furthermore, given the distinct behaviour that the different dimensions of PE have shown in previous studies, we have followed the call for more empirical research in this field by considering such specific dimensions. Thus, the present paper examines, from a multilevel perspective, the extent to which Spreitzer’s (1995) employee PE dimensions (meaning, competence, self-determination and impact) mediate the relationship between HPWS and employee affective commitment.

Design/methodology/approach

A multilevel approach, with matched data from HR managers and a sample of 504 core employees in 142 Spanish firms, is used to test the hypotheses through structural equation modelling methodology.

Findings

We corroborate that three of the dimensions of employee PE (meaning, self-determination and impact) mediate the relationship between HPWS and employee AC.

Originality/value

The study contributes to the existing literature by elucidating the importance of generating motivating feelings in employees as a way of promoting affective reactions in organisations. More specifically, it highlights the usefulness of examining and boosting different segments of the psychological empowerment construct when seeking committed employees.