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Authors Meiyu Fang & H.Y. Yen
Pages 81–103
Keywords Perceived high performance work system, Meta-analysis, Task performance, Organizational citizenship behavior |
How to Cite Fang, M. & Yen, H. Y. (2020). A Meta-Analytic Study of Perceived High Performance Work System and Job Performance. Management Review, 39(3), 81–103. https://doi.org/10.6656/MR.202007_39(3).ENG081
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Abstract
Purpose – The present study examines the relationships between perceived HPWS and job performance (include task performance and organizational citizenship behavior).
Design/methodology/approach – The present meta-analysis are based on 36 published or unpublished articles from 2000-2020.
Findings – The findings indicate that perceived HPWS is positively related to task performance with a corrected coefficient of .312, the effect size (d) of .657 with the total N=11,349. The corrected correlation coefficient between perceived HPWS and OCB is .343, and the effect size (d) is .730 with the total N= 6,577. A moderator analysis of the evaluation source found no significant differences between self-ratings and other-ratings of task performance. The corrected correlations between the perceived HPWS and self-ratings, and the perceived HPWS and other-ratings are .313 and .309, respectively.
Research limitations/implications – The common method variance might influence the effect sizes.
Practical implications/Social implications – The perception of HPWS from employees will influence their attitudes and working behaviors. Therefore, a meta-analysis study of the relationship between the perceived HPWS and job performance can help to understand the mechanism between HPWS and organization performance.
Originality/value – There are few HPWS studies based on the employee’s perception. The present meta-analysis study summarized the effect sizes of perceived HPWS and job performance accumulated in the past 20 years.