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The more the better? How and when can high-performance work systems fuel the proactive fire

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  • Lin, Chiou-Shiu
  • Xiao, Ran
  • Huang, Pei-Chi
  • Huang, Liang-Chih
  • Jin, Ming

Abstract

Drawing on the job demands-resources model and conservation of resources theory, this study investigates how and when the high-performance work systems (HPWS) influence proactive workforce. Using the data obtained from 204 supervisor-employee dyads in China, we developed and tested a moderated mediation model in which leader-member exchange (LMX) moderates the positive relationship between HPWS and proactive behavior via work engagement. Our results demonstrated that the association between HPWS and proactivity was fully mediated by work engagement. We also found that the indirect effect of HPWS on proactivity was significantly weaker among employees with high-quality LMX. Theoretical and practical implications, as well as directions for future research, are then discussed.

Suggested Citation

  • Lin, Chiou-Shiu & Xiao, Ran & Huang, Pei-Chi & Huang, Liang-Chih & Jin, Ming, 2024. "The more the better? How and when can high-performance work systems fuel the proactive fire," Journal of Management & Organization, Cambridge University Press, vol. 30(5), pages 1481-1498, September.
    • Handle: RePEc:cup:jomorg:v:30:y:2024:i:5:p:1481-1498_16
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