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Linking HR and Line Agents’ Implementation of High- Performance Work Systems to Intentions to Leave and Job Performance: A Social Exchange Perspective


  • N. SOENS


  • M. S. TAYLOR


Unlike common assessments of the overall presence of high-performance work systems (HPWS), this study focuses on actual implementation of HPWS by two specific agents, i.e., the HR department and line management. We investigate how HPWS implementation by HR and line agents – as perceived by employees – relates to intentions to leave and job performance and we propose perceived organizational support (POS) and leader-member exchange (LMX) as potential mediating mechanisms. Respondents (N=266) were nonmanagerial employees from a research organization in Belgium. Results revealed that HPWS implementation by the HR department was indirectly related to intentions to leave through POS. Furthermore, we found that HPWS implementation by line management related to intentions to leave through the mediation of POS and LMX and it related to job performance through the mediation of LMX. These findings contribute to the literature by providing a more refined picture of the social exchange mechanisms that mediate between HPWS and important employee outcomes and inform HR and line practitioners of the employee outcomes associated with their HRM actions.

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  • N. Soens & D. Buyens & M. S. Taylor, 2012. "Linking HR and Line Agents’ Implementation of High- Performance Work Systems to Intentions to Leave and Job Performance: A Social Exchange Perspective," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 12/785, Ghent University, Faculty of Economics and Business Administration.
  • Handle: RePEc:rug:rugwps:12/785

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    References listed on IDEAS

    1. David E. Guest & Jonathan Michie & Neil Conway & Maura Sheehan, 2003. "Human Resource Management and Corporate Performance in the UK," British Journal of Industrial Relations, London School of Economics, vol. 41(2), pages 291-314, June.
    2. Aryee, Samuel & Zhen Xiong Chen, 2006. "Leader-member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes," Journal of Business Research, Elsevier, vol. 59(7), pages 793-801, July.
    3. Julian Gould-Williams & Fiona Davies, 2005. "Using social exchange theory to predict the effects of hrm practice on employee outcomes," Public Management Review, Taylor & Francis Journals, vol. 7(1), pages 1-24, March.
    4. Riggle, Robert J. & Edmondson, Diane R. & Hansen, John D., 2009. "A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research," Journal of Business Research, Elsevier, vol. 62(10), pages 1027-1030, October.
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    Cited by:

    1. Ertürk, Alper & Vurgun, Levent, 2015. "Retention of IT professionals: Examining the influence of empowerment, social exchange, and trust," Journal of Business Research, Elsevier, vol. 68(1), pages 34-46.

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    High-performance work systems; implementation; line management; employee outcomes; social exchange;

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