Home > Research > Publications & Outputs > Impact of high-performance work systems on indi...

Associated organisational unit

View graph of relations

Impact of high-performance work systems on individual- and branch-level performance: test of a multilevel model of intermediate linkages.

Research output: Contribution to journalJournal articlepeer-review

<mark>Journal publication date</mark>03/2012
<mark>Journal</mark>Journal of Applied Psychology
Issue number2
Number of pages14
Pages (from-to)287-300
Publication StatusPublished
<mark>Original language</mark>English


We proposed and tested a multilevel model, underpinned by empowerment theory, that examines the processes linking high-performance work systems (HPWS) and performance outcomes at the individual and organizational levels of analyses. Data were obtained from 37 branches of 2 banking institutions in Ghana. Results of hierarchical regression analysis revealed that branch-level HPWS relates to empowerment climate. Additionally, results of hierarchical linear modeling that examined the hypothesized cross-level relationships revealed 3 salient findings. First, experienced HPWS and empowerment climate partially mediate the influence of branch-level HPWS on psychological empowerment. Second, psychological empowerment partially mediates the influence of empowerment climate and experienced HPWS on service performance. Third, service orientation moderates the psychological empowerment-service performance relationship such that the relationship is stronger for those high rather than low in service orientation. Last, ordinary least squares regression results revealed that branch-level HPWS influences branch-level market performance through cross-level and individual-level influences on service performance that emerges at the branch level as aggregated service performance.