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How do department high‐performance work systems affect creative performance? a cross‐level approach
Author(s) -
He Changqing,
Gu Jibao,
Liu Hefu
Publication year - 2018
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1111/1744-7941.12156
Subject(s) - moderation , creativity , multilevel model , psychology , perspective (graphical) , affect (linguistics) , organizational citizenship behavior , work systems , organizational performance , work (physics) , social psychology , applied psychology , organizational commitment , business , marketing , computer science , mechanical engineering , communication , artificial intelligence , machine learning , engineering
In this study, we examine the relationship between department high‐performance work systems ( DHPWS ) and employees’ creative performance. Data are obtained from a sample of 335 employees in 74 departments in People's Republic of China. Results of hierarchical linear modeling reveal that DHPWS are positively related to employees’ creative performance, and organizational citizenship behavior ( OCB ) partially mediates that relationship. Perspective taking, which represents a cognitive factor in which employees focus on others and adopt others’ viewpoint in order to better understand their preferences and values, moderates the DHPWS – OCB relationship. However, perspective taking does not serve as a moderator between DHPWS and employees’ creative performance. These findings shed new light on the mechanisms through which DHPWS influence employees’ creative performance and contribute to the strategic HRM and creativity literature. We discuss implications of these results for research and practice.