The linkage between high performance work systems on organizational performance, employee voice and employee innovation

• Published in: Journal of organizational change management Vol. 35; no. 1; pp. 1 - 17
• Main Authors: Ashiru, Jola-Ade, Erdil, Galip Erzat, Oluwajana, Dokun
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 24-01-2022; Emerald Group Publishing Limited
• Subjects: Decision making; Employees; Human resource management; Innovations; Employee innovation; Organizational performance; High performance work systems; Human resource management; Social exchange theory; Employee voice
• ISSN: 0953-4814; 1758-7816
• DOI: 10.1108/JOCM-02-2021-0039

PurposeThe purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.Design/methodology/approachAn online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.FindingsThese findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.Research limitations/implicationsEmployee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.Practical implicationsThe organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.Originality/valueThis study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.