The Role of Organizational Culture, Commitment, and Leadership in Mediating High-Performance Work Systems and Job Satisfaction

Enhancing the satisfaction of employees' work hinges greatly on the utilization of High Performance Work Systems (HPWS). Nevertheless, there is a need for further exploration to grasp their effects across diverse industries in the workplace, particularly in less developed nations. The objective of this research is to analyze how High-Performance Work Systems (HPWS) influence Job Satisfaction (JS) in various businesses. Specifically, the study will delve into the mediating roles that organizational commitment, organizational culture, and leadership play in this correlation. A systematic survey was employed to gather data from 252 employees spanning multiple sectors. The research utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) to evaluate the connections between HPWS, job satisfaction, and the intermediary components of leadership, culture, and organizational commitment. The findings indicate a notable and favorable influence of HPWS on the perceived levels of job satisfaction among workers. Moreover, the study revealed that leadership, organizational culture, and commitment all play a significant part in moderating this association and amplifying the impact of HPWS on work contentment. HPWS is essential for enhancing the satisfaction of employees in various realms. The involvement of organizational commitment, organizational culture, and leadership in the mediation process signifies the crucial nature of these factors in maximizing the advantages of HPWS. This research adds to the existing body of knowledge on strategic HRM by presenting concrete data from a developing country. It equips professionals and policymakers with valuable insights on how to effectively implement High-Performance Work Systems (HPWS).