Work engagement, tenure, and external opportunities moderate perceived high-performance work systems and affective commitment

Dados Bibliográficos

ID13919331
AutoresBin Hu (0000-0002-1852-9952, Shanghai University of Engineering Science, autor correspondente), Zhenhu Hou (Inner Mongolia Agricultural University), Miranda Chi Kuan Mak (0000-0002-8895-9616, University of Macau), Sabrina Lingxiao Xu (0000-0002-1233-4839, Durham University Business School, Durham University, United Kingdom), Xu-Hua Yang (0000-0001-9437-262X, Capital University of Economics and Business), Xuhua Yang (Capital University of Economics and Business), Tianlong Hu (Renmin University of China), Tianlong Lawrence Hu (Renmin University of China), Yong Qiu (0000-0002-3738-4330, Business School, Beijing Technology and Business University, People’s Republic of China), Yueran Wen (Renmin University of China)
Ano2019
Volume47
Fascículo5
Páginas1-16
Data de publicação2019-05-07
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoSocial Behavior and Personality An International Journal (JOURNAL)
Identificadores do periódicoISSN: 0301-2212 • E-ISSN: 1179-6391
EditoraScientific Journal Publishers Limited (PUBLISHER)
DOI10.2224/sbp.7353
OpenAlexW2943876271
IdiomaEN
Citações recebidas2

We examined the role of our proposed moderators, namely, work engagement, organizational tenure, and perceived external opportunities, in the relationship between perceived high-performance work systems (HPWS) and affective organizational commitment. We conducted a survey with 94 employees of an information technology company in China. The results showed that the effect of perceived HPWS on affective commitment is stronger among employees with longer tenure, and weaker among employees who perceive more external opportunities. The results also showed that the effect of perceived HPWS on affective commitment is stronger at a marginally significant level among employees with stronger work engagement. These findings suggest that organizational managers should pay more attention to individual factors that may change employees’ responses to HPWS, and adopt a more individualized approach to retain talented employees

Affective events theory · Job attitude · Job performance · Job satisfaction · Organizational commitment · Perceived organizational support · Work (physics · Work engagement · Work systems · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology