• A Meta-Analytic Study of Perceived High Performance Work System and Job Performance

Abstract

Purpose – The present study examines the relationships between perceived HPWS and job performance (include task performance and organizational citizenship behavior).

Design/methodology/approach – The present meta-analysis are based on 36 published or unpublished articles from 2000-2020.

Findings – The findings indicate that perceived HPWS is positively related to task performance with a corrected coefficient of .312, the effect size (d) of .657 with the total N=11,349. The corrected correlation coefficient between perceived HPWS and OCB is .343, and the effect size (d) is .730 with the total N= 6,577. A moderator analysis of the evaluation source found no significant differences between self-ratings and other-ratings of task performance. The corrected correlations between the perceived HPWS and self-ratings, and the perceived HPWS and other-ratings are .313 and .309, respectively.

Research limitations/implications – The common method variance might influence the effect sizes.

Practical implications/Social implications – The perception of HPWS from employees will influence their attitudes and working behaviors. Therefore, a meta-analysis study of the relationship between the perceived HPWS and job performance can help to understand the mechanism between HPWS and organization performance.

Originality/value – There are few HPWS studies based on the employee’s perception. The present meta-analysis study summarized the effect sizes of perceived HPWS and job performance accumulated in the past 20 years.

Keywords – perceived high performance work system, meta-analysis, task performance, organizational citizenship behavior