The effects of high-performance work systems on hospital employees' work attitudes and intention to leave: a multi-level and occupational group analysis

被引:114
作者
Ang, Siah H. [1 ]
Bartram, Timothy [2 ]
McNeil, Nicola [2 ]
Leggat, Sandra G. [3 ]
Stanton, Pauline [4 ]
机构
[1] Univ Auckland, Dept Management & Int Business, Auckland 1, New Zealand
[2] La Trobe Univ, Dept Management, Melbourne, Vic, Australia
[3] La Trobe Univ, Sch Publ Hlth, Melbourne, Vic, Australia
[4] Victoria Univ, Sch Management & Informat Syst, Melbourne, Vic 8001, Australia
关键词
affective commitment; healthcare; high-performance work systems; intention to leave; HUMAN-RESOURCE MANAGEMENT; HIGH COMMITMENT MANAGEMENT; ORGANIZATIONAL PERFORMANCE; PSYCHOLOGICAL CONDITIONS; FIRM PERFORMANCE; HEALTH-CARE; JOB DEMANDS; TURNOVER; IMPACT; ANTECEDENTS;
D O I
10.1080/09585192.2013.775029
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
Using a multi-level analysis of a sample of 193 employees matched to 58 managers in a regional Australian hospital, this paper examines the effects of management and employee perceptions of high-performance work systems (HPWS) on HR outcomes. These relationships are examined across four distinct occupational groups. The findings suggest that only when management's implementation of HPWS is similar to employees' espoused HR practices that HPWS are translated into greater engagement, job satisfaction, affective commitment and less intention to leave. The results have implications for the management of employees in the healthcare sector and the implementation of HPWS for different occupations within an organisation.
引用
收藏
页码:3086 / 3114
页数:29
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