{"title":"领导-成员互动如何影响人力资源管理-绩效关系?多重交换视角","authors":"Huikun Chang, S. Son, Jongwook Pak","doi":"10.1080/08959285.2020.1746315","DOIUrl":null,"url":null,"abstract":"ABSTRACT Recently, the strategic human resource management literature has witnessed a burgeoning interest in examining individual perceptions of HRM. However, this line of research primarily focuses on unlocking mediating processes through which experienced HR practices affect outcomes. Here, we extend the current discourse by investigating how the quality of relationship with first-line managers (FLMs) interacts with individual’s experienced high-performance work systems (HPWS) in explaining variance in such individual outcomes as task performance and knowledge sharing. Analyses of 160 dyadic data demonstrated that individual–level HPWS is positively associated with both performance measures. More conspicuously, we found that the effects of HPWS on employee outcomes become weaker under the condition of high LMX and interactional justice. We discuss the implications of our findings.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":null,"pages":null},"PeriodicalIF":2.9000,"publicationDate":"2020-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2020.1746315","citationCount":"20","resultStr":"{\"title\":\"How Do Leader–Member Interactions Influence the HRM–Performance Relationship? A Multiple Exchange Perspective\",\"authors\":\"Huikun Chang, S. Son, Jongwook Pak\",\"doi\":\"10.1080/08959285.2020.1746315\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"ABSTRACT Recently, the strategic human resource management literature has witnessed a burgeoning interest in examining individual perceptions of HRM. However, this line of research primarily focuses on unlocking mediating processes through which experienced HR practices affect outcomes. Here, we extend the current discourse by investigating how the quality of relationship with first-line managers (FLMs) interacts with individual’s experienced high-performance work systems (HPWS) in explaining variance in such individual outcomes as task performance and knowledge sharing. Analyses of 160 dyadic data demonstrated that individual–level HPWS is positively associated with both performance measures. More conspicuously, we found that the effects of HPWS on employee outcomes become weaker under the condition of high LMX and interactional justice. We discuss the implications of our findings.\",\"PeriodicalId\":47825,\"journal\":{\"name\":\"Human Performance\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":2.9000,\"publicationDate\":\"2020-04-12\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1080/08959285.2020.1746315\",\"citationCount\":\"20\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Human Performance\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1080/08959285.2020.1746315\",\"RegionNum\":4,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"PSYCHOLOGY, APPLIED\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Performance","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1080/08959285.2020.1746315","RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"PSYCHOLOGY, APPLIED","Score":null,"Total":0}
How Do Leader–Member Interactions Influence the HRM–Performance Relationship? A Multiple Exchange Perspective
ABSTRACT Recently, the strategic human resource management literature has witnessed a burgeoning interest in examining individual perceptions of HRM. However, this line of research primarily focuses on unlocking mediating processes through which experienced HR practices affect outcomes. Here, we extend the current discourse by investigating how the quality of relationship with first-line managers (FLMs) interacts with individual’s experienced high-performance work systems (HPWS) in explaining variance in such individual outcomes as task performance and knowledge sharing. Analyses of 160 dyadic data demonstrated that individual–level HPWS is positively associated with both performance measures. More conspicuously, we found that the effects of HPWS on employee outcomes become weaker under the condition of high LMX and interactional justice. We discuss the implications of our findings.
期刊介绍:
Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.