High performance HR systems as drivers of star performance : exploring the intervening mechanisms of work context and perceptions of justice
Bish, Adelle Jayne (2006) High performance HR systems as drivers of star performance : exploring the intervening mechanisms of work context and perceptions of justice. PhD thesis, Queensland University of Technology.
Attracting and engaging talented people, the 'star performers', is an on-going
challenge for organisations. Our theoretical understanding of the nature of star
performance and the way in which HR systems facilitate such performance is
limited. Drawing from theories of human resource management, leadership,
performance, job characteristics and organisational justice, this research develops
and tests a model of the role of High Performance HR systems in facilitating task and
contextual performance. This model proposes that the way in which organisational
systems influence individual levels of performance is via two intervening
mechanisms - perceptions of work processes and organisational justice.
The program of research is comprised of two studies. In Study 1, I explored the
utility of the task and contextual performance framework for understanding stars
using supervisor-employee dyads (N = 174) from a large Australian government
agency. The results of this study provide support for the central hypothesis of this
thesis. Task and contextual performance are key components of star ratings, and
other elements such as being self-directed, having a big picture viewpoint, and a
willingness to lead, also contribute.
In Study 2, I employed two well-established frameworks of employee responses
to situational factors and psychological perceptions to examine the role of HR
systems and practices in facilitating star performance. Specifically, the study used
substitutes for leadership theory (Kerr & Jermier, 1978) and the formation of
psychological contracts (Robinson, Kraatz & Rousseau, 1994) to examine the way in
which HR practices are connected with task and contextual performance.
It was proposed that HR practices are positively associated with task and
contextual performance, and that this relationship is moderated by job characteristics
and teamwork. It was also proposed that the relationship between HR practices and
performance is mediated by perceptions of justice. The results of this study indicate
that complex relationships exist. Specifically the findings provide support for one of
the core propositions. Job characteristics and teamwork can moderate the
relationship between HR practices and performance. The patterns of moderation
indicate that HR practices provide marginal gains where jobs are perceived by
employees as being enriched, but are able to make a more substantial contribution
under conditions of less enrichment. Under these conditions HR practices are able to
make a greater contribution to performance by providing performance cues and
establishing expectations and clarifying roles. The relationship between HR
practices and performance was not found to be mediated by perceptions of justice.
In this thesis I provide evidence of the relevance of the task and contextual
performance framework to conceptualising star performance. Furthermore, I
examine the conditions under which High Performance HR systems facilitate star
performance. Both of these aspects are necessary for designing appropriate HR
strategies and interventions for managing talent.
Impact and interest:
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|Item Type:||QUT Thesis (PhD)|
|Supervisor:||Kabanoff, Boris & Griffin, Mark|
|Keywords:||human resources, employees, supervisors, teamwork, performance|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Department:||Faculty of Business|
|Institution:||Queensland University of Technology|
|Copyright Owner:||Copyright Adelle Jayne Bish|
|Deposited On:||03 Dec 2008 04:00|
|Last Modified:||28 Oct 2011 19:46|
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