Document Type

Theses, Ph.D

Disciplines

1.2 COMPUTER AND INFORMATION SCIENCE, Computer Sciences, Business and Management., 5.2 ECONOMICS AND BUSINESS

Abstract

High Performance Work Systems (HPWS) are strategic, integrated Human Resource Practices (HRPS) designed to enhance employee abilities, motivation, and opportunities for participation, driving sustained organisational performance. While early research emphasized commitment HRPS, recent studies recognise that control and commitment HRPS are complementary rather than mutually exclusive, with neither holding an absolute advantage. Their success depends on contextual factors such as country, industry,organisation, economic environment, and workforce. In Chinese higher education institutions, transitioning from a high-commitment “iron rice bowl” system to a more control-oriented HR model has created tensions between efficiency and academic freedom. Based on the resource-based view, social exchange theory, intrinsic motivation theory, and attribution theory, this studyexploresthe effects of control and commitment HRPS and their respective impacts onteachers ’teaching and research performance. The research perspective shifts from the organisational level of management intentions to the individual level of employee perceptions. The study not only investigates whether HPWS can enhance job performancebut also delves into the “black box” mechanism—how HPWS affects teachers’ teachingand research performance by influencing the satisfaction of their basic psychologicalneeds (BPN), such as autonomy, relatedness, and competency. Additionally, managerialism is introduced as a contingency factor. Based on a survey of 397 teachers, using factor analysis, regression analysis, and structural equation modelling, the study identifies five HPWS components: ParticipatoryGovernance, Job Security, Effective Communication, Extensive Training (commitment),and Performance-oriented Compensation (control), and finds commitment HRPS predict research performance, while control HRPS predict teaching performance. BPN mediates the relationship between HPWS and job performance. Specifically, autonomy significantly mediates both overall and research performance. Relatedness mediates the impact of commitment HRPS on both teaching and research performance. However, competence does not show a significant mediating effect. Notably, none of the three BPN dimensions mediate the effects of control HRPS on both performance dimensions. Managerialism moderates the relationship between HPWS and job performance. A higher degree of managerialism strengthens the positive impact of HPWS, particularly on teaching performance, while a lower degree weakens or even reverses this effect.

DOI

https://doi.org/10.21427/08EQ-Q887

Creative Commons License

Creative Commons Attribution 4.0 International License
This work is licensed under a Creative Commons Attribution 4.0 International License.

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