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The relationship between high performance work systems and employee proactive behaviour: role breadth self‐efficacy and flexible role orientation as mediating mechanisms
Author(s) -
BeltránMartín Inmaculada,
BouLlusar Juan Carlos,
RocaPuig Vicente,
EscrigTena Ana Belén
Publication year - 2017
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12145
Subject(s) - proactivity , context (archaeology) , business , work systems , multilevel model , perspective (graphical) , knowledge management , psychology , entrepreneurial orientation , human resource management , work (physics) , social psychology , computer science , entrepreneurship , paleontology , mechanical engineering , machine learning , artificial intelligence , engineering , biology , finance
Drawing on the contextual perspective, this study provides novel empirical evidence on how the organisational context (specifically, the firm's human resource strategy) has an effect on employee proactivity. We use matched data from managers and employees in 102 Spanish professional service firms to examine how high performance work systems contribute to enhance employee proactive behaviours through two motivational variables: role breadth self‐efficacy and flexible role orientation. Results of a multilevel study demonstrate that role breadth self‐efficacy mediates between HPWS and employee proactivity, but flexible role orientation does not mediate this relationship.