INTRODUCTION
Background of the research
Since the Doi Moi reform in 1986, Vietnam has experienced significant societal and economic transformations, marked by a substantial increase in GDP growth rates This shift from a traditional socialist economy to a model that embraces both public and private ownership has led to diverse ownership structures and policies Consequently, these variations influence interactions with internal and external stakeholders, ultimately affecting human resource management practices (Zhu, 2008).
Since Vietnam opened its doors to foreign investment, the number of foreign companies operating in the country has surged, with over 810,000 enterprises reported in 2020 by the General Statistics Office of Vietnam This influx has intensified competition in the labor market, prompting companies to innovate in their talent acquisition strategies to establish a sustainable competitive edge Research indicates that leveraging rare, valuable, inimitable, and non-substitutable resources is essential for success (Barney, 1991; Barney et al., 2001) Human resources are particularly vital, as highlighted by Wright et al (1994), while effective Human Resource Management (HRM) practices are critical for long-term competitive advantage (Lado and Wilson, 1994) In fact, human capital has increasingly outperformed traditional competitive advantages, such as product technology and financial access, underscoring its importance as a key intangible asset (Pfeffer, 1999).
Empirical research in the US and UK has demonstrated the significant impact of HRM practices on company outcomes, enhancing performance and fostering organizational innovation (Huselid, 1995; Evans, 2005; Sun, 2007; Pattnaik, 2019; Ai-Ajlounni, 2020) Additionally, studies have been conducted across various countries (Bae et al., 1998), leading to the formulation of hypotheses that further explore these dynamics This context underscores the growing interest in HRM research within non-Western cultures, such as China (Chang, 2012; Zang).
Research consistently demonstrates a strong connection between HRM practices and company outcomes, emphasizing the significance of how organizations implement these practices However, the applicability of these findings in developing and transitional countries may be limited due to the unique challenges they face, as noted by Napier and Vu (1998) To address this gap, our study focuses on the impact of high-performance work systems (HPWSs) on employee performance, aiming to contribute to the growing body of non-Western literature on HRM practices at the individual level Vietnam, with its rich ethnic, religious, and cultural diversity, serves as a compelling context for this investigation.
High-Performance Work Systems (HPWSs) encompass a range of practices related to employee selection, training, career development, and motivation, including performance assessments, performance-based compensation, and job security Research indicates that HR procedures significantly influence employee attitudes and behaviors, creating a ripple effect (Boxall, 2012) It is essential for managers to design and implement these procedures effectively across the organization However, the success of these initiatives hinges on how employees perceive them, making perception a critical factor in transforming individual attitudes, behaviors, and outcomes (Takeuchi, 2013).
Research by Zhang et al (2013) indicates that HRM practices significantly influence employee-related outcomes more than organizational results High-Performance Work Systems (HPWS) enhance organizational performance by fostering adaptability and motivating employees By focusing on developing intellectual capital and empowering individuals to meet corporate objectives, HPWS plays a crucial role in organizational success, shifting the responsibility for performance improvement from management to employees (Boxall & Purcell, 2013) This approach creates a synergistic effect by aligning organizational and HR initiatives, ultimately leading to enhanced performance.
Problem statement
Previous strategic HRM research has established a connection between High-Performance Work Systems (HPWS) and organizational performance (Huselid, 1995; Cappelli, 2001; Evans, 2005; Boxall, 2007) However, recent scholarly critiques have raised concerns regarding certain elements of this relationship Additionally, organizational research has predominantly influenced macro-level strategic HRM studies.
"people" are viewed as critical participants in organizational operations, research into how various HR policies or systems affect individuals is lacking (Wright & Boswell
Numerous skeptics argue that the connection between Human Resource Management (HRM) systems and organizational or individual outcomes is more complex than commonly believed (Wright & Gardner, 2003) Jackson, Schuler, and Rivero (1989) highlight that various employment practices, particularly High-Performance Work Systems (HPWS), are implemented by companies to influence and manage employee attitudes and behaviors, ultimately leading to improved performance.
This research seeks to examine how High-Performance Work Systems (HPWSs) affect employee performance from the employee's perspective Boxall et al (2010) emphasized the importance of investigating the "black box" that exists between HPWS and its outcomes A review by Jiang et al (2012, 2013) of 74 studies revealed that 69 focused on variables mediating the relationship between HRM practices and organizational performance However, there is a scarcity of research on the roles of creativity, the influence of creative coworkers, and employee mastery orientation in connecting HPWSs to employee performance Consequently, this study will concentrate on the correlations between HPWSs and employee performance, while also exploring the mediating role of creativity and the moderating effects of creative coworkers and mastery orientation, both of which have yet to be thoroughly investigated.
This study enhances the existing model by incorporating two key factors: the presence of creative coworkers and employee mastery orientation, to explore the relationship between High-Performance Work Systems (HPWSs) and employee creativity The findings serve as a valuable reference for strategic human resources researchers, board members, and managers tasked with formulating HR strategies and policies aimed at boosting company performance.
Research objectives
To validate the HPWSs in the Vietnamese context
To study the role of creativity between HPWSs and employee performance
To evaluate the role of presence of creative coworkers and employee mastery orientation between HPWSs and creativity
This study will also help strategic human resource researchers and directors make suitable decisions by contributing to a better knowledge of total human resources.
Research Questions
Based on the research objectives, the author proposes the questions as below:
What is the effect of High-performance work systems on employee performance?
What is the effect of employee creativity on High-performance work systems and employee performance relationship?
What is the effect of presence of creative coworkers on High-performance work systems and employee creativity relationship?
What is the effect of employee mastery orientation on High-performance work systems and employee creativity relationship?
Scope of the research
As stated previously, this study focuses on two key objectives As a result, the sample concentrates on Vietnamese employees currently employed in a firm with implementing
HR system in Vietnam To investigate the phenomena and test the hypotheses described in the next chapter, quantitative surveys are utilized.
Importance of the research
This study aims to explore the connection between Human Resource Management (HRM) systems and employee outcomes, while also identifying the factors that affect this relationship Data was collected through a questionnaire administered to 201 survey participants Quantitative methods were employed to analyze the data and test the proposed hypotheses.
Human resource management is a critical and trending topic in Vietnam, making this research a valuable resource for directors and HR managers accountable for employee performance and talent retention Additionally, it provides insights for strategic HR researchers developing new policies in the field.
Despite the lack of scholarly research directly linking High-Performance Work Systems (HPWSs) to creativity and employee performance, this study fills a gap in the literature on Vietnamese HR systems The insights gained from this research will be beneficial for academics and can inform future investigations into the measurement of variables within Vietnamese Human Resource Management (HRM) systems.
Research structure
Chapter 1: Introduction – Explaining the research's core principles in terms of the research's background, goal, scope, and importance
Chapter 2: Literature review – Reviewing previous articles to gain a thorough knowledge of the complex principles of high-performance work systems in company management, creativity, and task performance
Chapter 3: Methodology – describing the conceptual model as well as the research design and implementation
Chapter 5: Discussion and Conclusion - Discussion of study findings, including contributions, limits, and research plans for the future.
LITERATURE REVIEW
Conceptualizing HPWSs at the individual level
Since Huselid's 1995 study, strategic HRM research has significantly advanced in exploring the connection between HRM practices and organizational performance Initially, the focus was on the content approach, aiming to identify whether specific HRM activities could form bundles that enhance overall company performance.
Critics argue that this approach neglects to assess the impact of Human Resource Management (HRM) on performance outcomes (Evans, 2005; Boxall, 2007; Pattnaik, 2019) In recent years, research has increasingly utilized the HRM process perspective to explore the mechanisms linking HRM to various outcomes Scholars are now placing greater emphasis on differentiating between intended and actual HRM systems in this area of study.
Boxall and Macky (2007) emphasized that effective Human Resource Management (HRM) operates as a sequence where desired HR practices lead to actual HR implementation, shaping employee perceptions and reactions, ultimately enhancing organizational performance High-performance work practices, characterized by commitment and involvement, are essential for driving this improvement (Paauwe, 2009) Furthermore, Subramony (2009) discovered that integrated HRM activities that prioritize employee empowerment, engagement, and skill development have a more significant impact on company outcomes compared to isolated HR practices.
Shen et al (2014) explored the link between perceived organizational support and organizational performance using social exchange theory, highlighting that employees tend to be more productive and exhibit lower absenteeism when they feel their goals are acknowledged (Greco & Grimaldi, 2013; Accard, 2015) Additionally, perceptions significantly influence performance evaluations and outcomes, as bounded rationality and rational choice theory illustrate how individual backgrounds and cognitive limitations shape our interpretations of HR practices Consequently, these perceptions lead to varied appraisals of situations, ultimately affecting employee behavior.
High-performance work systems (HPWSs) are a critical focus in contemporary workplace research, particularly in discussions about fostering a "high-skill" economy and avoiding a "race to the bottom" amid economic globalization These HR systems consist of tailored employment and work procedures designed for specific workforces, often varying significantly between large organizations' management and their production or operations employees It is common for companies to implement different HR models for various roles, such as professionals, technical specialists, and administrative support staff While there may be similarities among these systems, their differences are essential, significantly impacting candidate selection and overall organizational performance.
Concerns about the management of production workers in Western manufacturing have led to the development of High-Performance Work Systems (HPWSs) While the focus has primarily been on manufacturing workers, the concept of HPWSs is part of a larger agenda aimed at leveraging Human Resource Management (HRM) to improve performance across diverse industries and employee groups.
High-Performance Work Systems (HPWSs) are defined as the collective perceptions of employees regarding HPWS in their workplace This article explores how these shared views influence individual creativity and, subsequently, overall performance.
HPWSs, creativity and employee performance
High performance work systems (HPWSs) enhance employee empowerment by improving their abilities, rewards, and motivation, which encourages them to leverage this empowerment effectively By fostering an environment where employees are motivated to share information, HPWSs promote the exchange of expertise and the generation of innovative ideas Organizations that implement HPWS are more inclined to invest in their workforce, prioritize employee participation in decision-making, and address employees' aspirations for growth and development.
2013) As a result, we believe that putting HPWSs in place is crucial for fostering employee innovation
Employee creativity is the ability to generate innovative ideas, significantly influencing organizational innovation and overall firm performance Research highlights various factors that foster this creativity, including empowering leadership, team-member interchange, work dissatisfaction, and employee learning orientation As employees engage with different management styles within their organizations, these systems are expected to shape their perceptions and behaviors.
Investigating the impact of management systems, particularly human resource management systems, on employee creativity is crucial High-Performance Work Systems (HPWSs) are known to enhance organizational performance and have been shown to foster creative ideas and innovation Therefore, we anticipate that the implementation of HPWS will lead to increased employee innovation.
High-Performance Work Systems (HPWS) promote long-term career thinking and initiative among employees by providing job stability This environment encourages individuals to engage in creative activities, as extensive training enables them to connect existing knowledge with new information, leading to innovative ideas and solutions.
According to Hirst et al (2009), decision-making skills are crucial for acquiring, sharing, and integrating information, which ultimately enhances learning behavior Information sharing among employees is beneficial, as it enables the absorption of new ideas and knowledge, leading to more original concepts (Chiang et al., 2015) Additionally, high-quality work is a key characteristic of High-Performance Work Systems (HPWSs), where well-designed jobs provide employees with greater autonomy and feedback This increased sense of importance in their work boosts intrinsic motivation and fosters innovation (Shalley et al., 2004).
High-Performance Work Systems (HPWSs) enhance creativity and performance when implemented in a complementary manner (Jiang et al., 2012; Subramony, 2009) The synergy between congruent HRM practices amplifies their benefits, as employees are more likely to value training opportunities when their performance is recognized Research indicates that HPWSs contribute to improved organizational efficiency and foster innovation across firms, products, and processes (Shin & Konrad, 2017; Zhang & Morris, 2014; Messersmith & Guthrie, 2010) Huselid (1995) emphasized that HPWSs positively influence individual performance, enabling employees to enhance their job execution While the concept of complementarity is central to this research (Laursen & Foss, 2003), the performance metrics in strategic HRM studies vary significantly, encompassing employee attitudes, behaviors, and intentions to leave (Kehoe & Wright, 2013; Garca-Chas et al.).
The increasing acknowledgment of employees' roles in the HR-performance relationship has led to a focus on multidimensional issues, as highlighted by various studies (Collins & Smith, 2006; Do et al., 2015) This trend emphasizes the significance of labor productivity and employee contributions to overall organizational success (Shin & Konrad, 2017; Stirpe et al., 2014).
We predict a favorable association between HPWSs, employee creativity and employee performance based on the prior considerations We propose the following theory as a whole:
Hypothesis 1 (H1): HPWSs is positively related to employee creativity
Hypothesis 2 (H2): HPWSs is positively related to employee performance.
Employee creativity and employee performance
Creativity among employees is crucial for developing innovative products, services, and methods that enhance organizational efficiency (Amabile & Conti, 1999) In today's rapidly evolving business landscape, fostering creativity is recognized as a key strategy for improving performance (Baer & Oldham, 2006; Choi et al., 2009) Research indicates a strong correlation between creativity and various occupational outcomes, including both supervisor and coworker evaluations of performance, as well as objective performance metrics (Zhang & Bartol, 2010) Specifically, studies have shown that the creative performance of insurance agents correlates with actual sales figures and supervisor ratings (Gong, Huang, and Farh, 2009), highlighting the importance of creativity in enhancing overall task performance.
Creativity plays a crucial mediating role in the relationship between High-Performance Work Systems (HPWSs) and task performance When employees operate within high HRM systems, they are motivated to enhance task effectiveness, leading to improved performance These systems foster the generation and execution of innovative ideas, thereby stimulating job-related excitement and intrinsic motivation This heightened creativity enables individuals to tackle complex tasks that demand advanced cognitive flexibility Consequently, we propose a mediation hypothesis that underscores the significance of creativity in enhancing task performance within HPWS frameworks.
The anticipation, together with the favorable link between HPWSs and employee creativity, led to the following hypothesis:
Hypothesis 3 (H3): HPWSs has an indirect positive relationship with employee performance through enhancing employee creativity.
Presence of creative coworkers and employee mastery orientation as
HPWSs and creativity studies have examined at moderators at the company (Ai-Ajlouni,
Research indicates that understanding individual-level characteristics can enhance insights into how workers respond to High-Performance Work Systems (HPWSs) (Chang et al., 2014; Liu et al., 2017) Individual job-level moderators play a crucial role in influencing employee reactions to HPWSs, making them significant for further investigation This study examines the impact of creative coworkers and employee mastery orientation as mediators in the relationship between HPWSs and employee performance, highlighting the potential challenges individual-level factors pose to the creative processes within HPWSs.
Examining such moderators is critical in order to build and establish ideas about when the process is more or less likely to occur (Colquitt & Zapata-Phelan, 2007)
Diverse job responsibilities and arrangements among team members can significantly impact individual employees' motivation and behavior, influenced by both intrinsic and extrinsic factors (Hornung et al., 2009; Deci & Ryan, 2000) Employees perceive their coworkers' behaviors differently, with some actions being recognized as creative while others are not Additionally, each employee brings their own unique motivation and specific goals to the workplace, shaping their overall work experience.
So, because of personalised job features (presence of creative coworkers and mastery orientation), employees may react and respond to HPWSs differently
Employees' responses to High-Performance Work Systems (HPWSs) vary in terms of creativity and performance, influenced by the presence of creative coworkers and individual mastery orientation.
2.4.1 The role of Presence of creative coworkers
Individuals strive to comprehend their environment through observing others during social interactions and experiences, according to social cognitive theory (Bandura,
In 1989, it was highlighted that individuals learn and comprehend their surroundings through observation In the workplace, especially among creative role models, employees can adopt innovative techniques and behaviors by learning from their colleagues.
In 2003, it was suggested that employees are likely to value and imitate the innovative practices of their creative colleagues Consequently, the presence of inventive coworkers is believed to enhance the perceived benefits of High-Performance Work Practices (HPWP), ultimately fostering the generation of new and creative ideas.
Creative coworkers significantly boost the effectiveness of High-Performance Work Practices (HPWP) designed to engage employees Collaborating with creative individuals fosters respect and support among team members Additionally, these creative colleagues are inclined to provide constructive criticism, which is crucial for cultivating higher-quality ideas Such interactions enhance employees' ability to generate innovative concepts and motivate them to implement those ideas effectively.
Employees demonstrate greater creativity when they receive appreciation and constructive feedback from their coworkers Conversely, if they perceive their teammates as non-innovative and resistant to new ideas, their motivation to generate innovative concepts may diminish This perception can hinder their ability to brainstorm unique ideas, as they may doubt their coworkers' willingness to embrace originality Additionally, the presence of uncreative colleagues can stifle the implementation of creative proposals, as they may obstruct innovative suggestions even when they arise.
HPWS enhances opportunities for creative employees by fostering positive experiences and perceptions Those who view HPWS favorably tend to enjoy greater job autonomy and a decentralized structure, enabling them to effectively tackle daily challenges As inventive coworkers demonstrate successful methods, their peers are inspired to emulate these role models, further benefiting from the perceived support of HPWS.
To sum up, we hypothesize:
Hypothesis 4 (H4): Presence of creative coworkers moderates the positive relationship between HPWS and employee creativity such that the relationship becomes stronger as presence of coworkers increases
2.4.2 The role of employee mastery orientation
Individuals possess varying goal orientations that influence their motivation and actions in achievement contexts, with performance goal orientation focusing on demonstrating competence to others, while learning goal orientation emphasizes personal development Research indicates that a learning orientation positively impacts creativity, as supported by studies from Hirst et al (2009) and Gong et al (2009) Both learning orientation and mastery orientation share the belief that increased effort enhances abilities and competencies, leading to improved task mastery (Dweck, 1999) Furthermore, mastery orientation is positively linked to inventive behavior (Janssen & Van Yperen, 2004) and is characterized as a self-referential, approach-oriented concept centered on self-improvement and task mastery.
Mastery orientation is defined by a desire to learn and improve one's competence, acquire new skills and information, and use them to improve work performance (Kanfer
Individuals with a strong mastery orientation are more likely to pursue new learning opportunities, demonstrating a form of self-control influenced by their personality traits (Kanfer & Heggestad, 1997; 2000).
Individuals with a mastery orientation are driven to self-improvement, set ambitious goals, and undertake challenging tasks (Kanfer & Heggestad, 2000) This mindset enhances their ability to engage in creative activities due to the increased knowledge gained from their learning efforts A deeper concentration of knowledge and experience is essential for fostering creativity (Gong et al., 2012) Beyond personality traits, the relationship between mastery orientation and employee creativity suggests other factors that can enhance creative behavior in the workplace We hypothesize that individuals scoring high in mastery orientation are capable of generating diverse and innovative solutions to problems requiring novel approaches.
Hypothesis 5 (H5): Mastery orientation moderates the positive relationship between HPWS and employee creativity such that the relationship becomes stronger as mastery orientation increases.
Research model
Hypothesis 1 (H1): HPWSs is positively related to employee creativity
Hypothesis 2 (H2): HPWSs is positively related to employee performance
Hypothesis 3 (H3): HPWSs has an indirect positive relationship with employee performance through enhancing employee creativity
Hypothesis 4 (H4): Presence of creative coworkers moderates the positive relationship between HPWS and employee creativity such that the relationship becomes stronger as presence of coworkers increases
Hypothesis 5 (H5): Mastery orientation moderates the positive relationship between HPWS and employee creativity such that the relationship becomes stronger as mastery orientation increases.
RESEARCH METHODOLOGY
Research process
The research process begins with identifying practical issues in human resource management, followed by formulating hypotheses Next, a comprehensive literature review is conducted using various sources, including science books, journals, newspapers, and online resources Subsequently, research questions are designed and prepared for distribution After data collection, it is essential to edit and code the responses to ensure consistency and identify any omissions Finally, the model is evaluated, leading to a discussion and conclusion that explain the study's findings and propose directions for future research.
Research design
This research aims to explore the relationship between HR practices, individual characteristics, and company outcomes, specifically examining how High-Performance Work Systems (HPWSs) influence employee productivity Instead of formulating hypotheses based on prior theories, the researcher emphasizes gathering observations and collecting relevant data to derive meaningful insights.
Discussion and conclusion Structural model assessment
Data analysis Official survey collection Adjust QuestionnairePilot TestLiterature ReviewBackground of Research
This research utilizes a quantitative approach to numerically represent a specific phenomenon through data collection, employing an effective questionnaire survey method similar to previous studies in the field Due to constraints in time and resources, the author concludes that the deductive method, quantitative techniques, and questionnaire format are the most suitable choices for this article.
This study utilizes articles, textbooks, and media to establish research motivation and conduct a comprehensive literature review A pilot survey involving 53 participants was conducted to refine the questionnaire, validating both the study items and the Vietnamese translation of the survey questions Subsequently, a general sample approach was employed to gather primary data through online and offline surveys in Vietnam over a two-and-a-half-month period, from mid-March to the end of April 2022 The sampling was intentionally targeted at Vietnamese employees currently working for at least one employer.
According to Gorsuchi (1983), a robust sample requires a minimum of 200 observations Hair et al (2011) suggest a minimum observation-to-questionnaire item ratio of 5:1, while Kline (2015) recommends a 10:1 ratio, meaning that each model parameter needs ten participants In this study, with 33 measurement items across five variables, at least 90 observations are necessary Ultimately, the author collected responses from 201 participants who completed all measurement items.
This study employs SPSS software to analyze the cause-and-effect relationships among supplied structures, test hypotheses, and visualize the interactions between variables.
Data collection instruments
For data collection, a structured questionnaire was created with four primary elements
The first portion has six questions that collect demographic information about respondents, such as their gender, age, educational level, company type, staff count, and years of experience
The second section consists of 12 questions adapted from Zhang (2013) (liker scale 5 points from totally disagree to totally agree) to measure high performance work systems (employee perspective)
The third section consists of 3 questions adapted from Farmer et al (2003) (liker scale
5 points from totally disagree to totally agree) to measure employee creativity
The fourth section consists of 11 questions adapted from Van Yperen and Janssen
(2002) (liker scale 5 points from totally disagree to totally agree) to measure employee mastery orientation
The fifth section consists of 3 questions adapted from Zhou (2003) (liker scale 5 points from totally disagree to totally agree) to measure presence of creative coworkers
The last section consists of 4 questions adapted from Yousef, D A (2000) (liker scale 7 points from very low to very high) to measure employee performance
The measurement items are shown in table 3.1:
Sample of measurement items Source for items development High performance work systems
HPWS1 Applicants undergo structured interviews before being hired
HPWS2 Our company provides employees with training assistance enabling them to upgrade their qualifications
HPWS3 Employees have clear career paths within the company
HPWS4 offers qualified employees the chance for promotions to higher-paying and more responsible roles within the company Regular performance assessments, as outlined in HPWS5, play a crucial role in determining bonuses and promotions based on the outcomes of these evaluations, as stated in HPWS6 In the event of economic challenges, HPWS7 emphasizes that employee dismissal will be considered only as a last resort.
In a high-performance work system, employees are empowered to make various job-related decisions, actively participate in decision-making processes alongside their supervisors, and benefit from open communication channels Additionally, job duties are often tailored more by the employee's input and expertise rather than being strictly defined by a specific job description.
HPWS12 Employees have the opportunity to earn bonuses for productivity, performance or other individual performance outcomes Employee
EC1 I try new ideas or method first Farmer et al
EC2 I seek new ideas and ways to solve problems EC3 I generate ground-breaking ideas related to the field Employee
I feel successful on my job when… Van Yperen and Janssen
Acquiring new knowledge and mastering challenging skills requires dedication and effort, which ultimately leads to personal improvement and motivation Engaging in enjoyable learning experiences not only encourages further practice but also allows individuals to maximize their potential By focusing on specific aspects of their abilities, learners can achieve mastery and feel a sense of progress, reinforcing their desire to continue developing new skills.
EMO11 I do my very best Presence of
PCC1 I often see my coworkers display creative behaviors at work
PCC2 I consider my coworkers to be role models for creative behavior at work PCC3 My co-workers generate unique approaches to getting the job done more effectively
EP1 Quality of your performance Yousef, D
EP2 Your productivity on the job EP3 How do you evaluate the performance of your peers at their jobs compared with yourself doing the same kind of work?
EP4 How do you evaluate the performance of yourself at your job compared with your
Data analysis approach
The research model is analyzed in two key components as outlined by Henseler and Chin (2010): the measurement model assessment and the structural model evaluation The measurement model assessment focuses on evaluating the reliability, convergence value, and discriminant value of the model's measurement concepts.
A SEM model is then used to see whether there are any correlations between variables
At the 5% significance level, the test results are statistically significant, with outer weights serving as the key criteria for evaluating each indication According to Hair et al (2011), outer weights are often lower than factor loadings in structural models.
To assess whether the constituent indicators effectively generate latent variables, a bootstrapping approach is essential In this study, the authors utilized SPSS PROCESS software to conduct Structural Equation Modeling (SEM) with standard indicators, which aligns with the research characteristics and is suitable for small sample sizes (Henseler et al., 2016).
DATA PRESENTATION AND FINDINGS
Demographic results
This section contains the results of the survey's data analysis and associated conclusions For descriptive survey questionnaires analysis, descriptive data analysis is an acceptable approach
The study questionnaire was disseminated through social media and author networking, with participants accessing the survey via a Google Form link Additionally, during the internship, the survey was distributed to workers in Hue province both electronically and in person Out of 214 responses collected, 201 were deemed valid.
Table 4.1 reveals a modest gender disparity among respondents, with males representing 45.8% (n = 92) and females 54.2% (n = 109) The majority of participants are from various age groups, with the "22 to 30 years old" category comprising the largest segment at 48.8% (n = 98), followed by the "31 to 40 years old" group at 31.8% (n = 62).
The study revealed that 14.9% of participants are aged 22 years old, while 5.5% are over 40 years old A significant portion of the respondents, 50.2%, hold a bachelor's degree, followed by 30.3% with a college education and 19.5% who have completed postgraduate studies Additionally, the 201 participants are categorized based on the type of company they are currently employed in, with a focus on those working in the private sector.
Foreign Direct Investment Companies represent 26.3% of the respondents (n = 53), followed closely by Family Companies at 24.9% (n = 50) State-Owned Enterprises make up the smallest group, accounting for 8.0% (n = 16) In total, 201 respondents were surveyed from various companies, with 8.0% (n = 16) having fewer than 29 employees.
“30-99 people” accounts for 16.9% (n = 34); “100-499 people” accounts for 39.8% (n
The survey results reveal that 21.4% of respondents work in organizations with 500-999 employees, while 13.9% are in companies with over 1,000 employees Most participants have between 3 to 5 years of experience, making up 45.8% of the total, followed by those with 5 to 10 years of experience at 21.9% Additionally, 19.8% of respondents have 1 to 3 years of experience, 9.5% have less than 1 year, and only 3.0% have more than 10 years of experience.
Descriptive analysis
Table 4.2 reveals the mean and standard deviation for all survey items, indicating that Vietnamese employees perceive their current HR systems as high-performing, with all HPWS items scoring above 4.0 This high-performance work system encourages employees to enhance their productivity.
Variable Items Mean Std Deviation
Common method bias test
To ensure data accuracy and minimize common technique deviations, Harman's single factor test was employed (Hair et al., 2011) The findings indicate that if the overall delay factor shows less than 50% deviation, the measurement results are deemed acceptable The analysis revealed that a single extracted component accounted for 37.247% of the variation in the data sample, as illustrated in Table 4.3 Consequently, general method deviation is not a concern for this data set.
Initial Eigenvalues Extraction Sums of Squared
Component Total % of Variance Total % of Variance
Measurement model test
The research should analyze the measures' validity (Hair et al., 2011):
A measurement reliability test was performed to evaluate the internal correlation and overall items, ensuring that the scale accurately represented the proposed model's relevance The scale components are detailed in tables 4.4 and 4.5, derived from reliability testing using Cronbach's Alpha coefficients Results indicated a Cronbach's Alpha greater than 0.7 for the scale components However, items EMO11 and PCC3, with "Cronbach’s Alpha if Item Deleted" values of 0.956 and 0.940, respectively, exceeded the general Cronbach’s Alpha for EMO and PCC, leading to their removal from the model Consequently, 31 measurement items remain for factor analysis in the exploratory factor analysis (EFA).
Table 4 4: Reliability test in general
Variable Number of Items Reliability
Table 4 5: Reliability test in detail
Cronbach's Alpha if Item Deleted
The author analyzes exploratory factor analysis (EFA) after confirming the adequacy of Cronbach's Alpha with 31 qualified items Utilizing Principal Axis Factoring with Promax Rotation, the study meets the criteria for acceptance with a KMO value of 0.888 and a Bartlett test Sig coefficient of 0.000, indicating statistical significance The total variance extracted is 76.805%, exceeding the 50% threshold, with a factor load of 0.7, demonstrating reliable factor analysis The results reveal that five factors account for 76.805% of the data's variability, with an Eigenvalue of 1.740, confirming the robustness of the analysis.
Table 4 6: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling
The independent sample t-test is a statistical method used to compare the means of two unrelated groups on a continuous dependent variable Following Levine's (2014) guidance, if Levene's test shows a significance level (sig) of 0.05 or higher and the t-test results in a significance level of less than 0.05, it indicates a significant difference in the means between the two groups In this case, Levene's test yielded a significance of 0.557, which is greater than 0.05, while the t-test resulted in a significance of 0.000, which is less than 0.05 Therefore, there is a significant difference in the mean performance evaluations of male and female employees.
Levene’s Test for Equality of Variances t-test for Equality of Means
F Sig t df Sig (two tailed)
The One-way ANOVA was employed to evaluate differences in employee performance across various groups based on age, level, type of company, number of employees, and experience For the age factor, both the Test of Homogeneity of Variances (sig = 0.907) and ANOVA (sig = 0.471) indicated no statistically significant differences in performance among different age groups In contrast, the level factor showed a significant variance (sig = 0.006), leading to the use of the Welch test, which confirmed no significant differences (sig = 0.165) Regarding the type of company, both tests indicated no significant differences (Homogeneity sig = 0.087; ANOVA sig = 0.709) Similarly, for the number of employees, both tests revealed no significant differences (Homogeneity sig = 0.694; ANOVA sig = 0.248) Lastly, the experience factor also demonstrated no significant differences in performance levels (Homogeneity sig = 0.948; ANOVA sig = 0.080).
Table 4 8: One way ANOVA test
Factor Dependent Variable Test of
Tests of Equality of Means
Structural model assessment for hypothesis testing
The research model is tested by SEM analysis method using model 9 PROCESS procedure There are five factors: (1) HPWSs, (2) EC, (3) EMO, (4) PCC and (5) EP
The Pearson correlation was employed to examine the relationships among various factors, with a significance level (sig 2-tailed) required to be below 0.05 for acceptance As indicated in Table 4.9, the significance values for the relationships between EC-EMO, EC-PCC, and PCC-EP are 0.126, 0.252, and 0.112, respectively, all exceeding the 0.05 threshold Therefore, it can be concluded that there is no correlation among these variables.
HPWSs EC EMO PCC EP
Correlation is significant at the 0.01 level (2-tailed)
Correlation is significant at the 0.05 level (2-tailed)
In the study, all hypotheses were rigorously tested using bootstrapping, with 5,000 samples analyzed to evaluate coefficients (β) and two-tailed p-values The findings revealed two pathways—direct and indirect—that validate the relationships under investigation Specifically, Hypotheses H1 and H2 received support, whereas Hypotheses H3 and H4 did not.
Table 4 10: Results of direct relationships
Table 4 11: Results of Moderated Mediation
Figure 4 1: Path coefficient after hypothesis test
Analysis summary
From the data that extracted from running SPSS, the table showed the links between the variables The level of relevance indicators and other experimental indicators are presented as below:
H1: High Performance Work Systems (HPWSs) => Employee Creativity (EC) (β
H2: High Performance Work Systems (HPWSs) => Employee Performance (EP) (β
H3: High Performance Work Systems (HPWSs) => Employee Creativity (EC) => Employee Performance (EP) (β = 0.071; Confidence Interval between 0.0292 and 0.2253, excluded 0) => Hypothesis 2 is supported
H4: High Performance Work Systems (HPWSs) * Employee Mastery Orientation (EMO) => Employee Creativity (EC) (β = - 0.0229; P-value = 0.7925 > 0.05) => Hypothesis 3 is rejected
H5: High Performance Work Systems (HPWSs) * Presence of Creative Coworkers (PCC) => Employee Creativity (EC) (β = - 0.0397; P-value = 0.5880 > 0.05) => Hypothesis 4 is rejected
The study revealed that High-Performance Work Systems (HPWSs) positively impact employee creativity and performance, achieving statistical significance at the 0.05 level However, factors such as employee mastery orientation and the presence of creative coworkers did not affect the relationship between HPWSs and employee creativity The concluding section of the study will summarize these findings and offer recommendations for future research.
DISCUSSION AND CONCLUSIONS
Discussion
This study explores the connection between High-Performance Work Systems (HPWSs) and employee performance, while also examining the mediating effect of employee creativity and the moderating influence of creative coworkers and employee mastery orientation It validates the HPWSs scale within the Vietnamese context and addresses the existing research gap regarding the relationship between HPWSs, creativity, and employee performance Utilizing a quantitative approach with 201 respondents in Vietnam, this research aims to bridge the missing links between HPWSs and creativity.
Table 4.2 indicates that Vietnamese employees perceive their workplace to have strong HRM practices, with scores ranging from 4.02 to 4.17 In contrast, when evaluating their own creativity, employees rated themselves lower, with results between 3.73 and 3.83.
This study confirms the positive impact of High-Performance Work Systems (HPWSs) on creativity and employee performance, supporting hypotheses 1, 2, and 3 Additionally, it reveals that the presence of creative coworkers and mastery orientation does not influence the relationship between HPWSs and employee creativity.
The findings support Hypothesis H1, indicating that High-Performance Work Systems (HPWSs) positively influence employee creativity Through exploratory factor analysis (EFA) and reliability assessment using Cronbach's Alpha coefficients, a strong correlation between HPWSs and creativity was established, confirming the hypothesis This suggests that increased implementation of HPWSs enhances employee creativity, aligning with previous research in the field (Tang, 2017; Ma, 2021; He, 2021).
The findings support the hypothesized correlation (H2), indicating that High-Performance Work Systems (HPWSs) directly influence employee job performance, aligning with Chang's conceptual framework proposed in 2011.
Hypothesis H3 was tested using bootstrapping serial mediation, revealing that High-Performance Work Systems (HPWSs) have a significant indirect positive relationship with employee motivation, with effects ranging from 0.0292 to 0.2253 and β = 0.071 The confidence intervals did not include zero, confirming the significance of the serial indirect impact and supporting Hypothesis H2 In organizations that adopt HPWSs, employees are motivated to enhance their productivity and continuously generate innovative ideas to improve their performance These findings align with previous research by Chang (2011) and Dev (2016).
Hypothesis H4 proposed that the presence of creative coworkers enhances the positive relationship between High-Performance Work Systems (HPWS) and employee creativity, suggesting that this relationship strengthens with more creative coworkers However, exploratory factor analysis (EFA) revealed that the presence of creative coworkers does not significantly impact the link between HPWS and creativity, contradicting previous studies (Zhou, 2003; Shih, 2020) Notably, Madjar (2011) indicated that creative coworkers primarily benefit incremental creativity rather than radical creativity Since this research did not differentiate between the two types of creativity, it found no positive effect of creative coworkers on the HPWS-creativity relationship.
Hypothesis H5 suggests that mastery orientation enhances the positive relationship between high-performance work systems (HPWS) and employee creativity, indicating that this relationship strengthens with increased mastery orientation However, the hypothesis is rejected due to the findings from hypothesis testing, which show an impact coefficient of -0.0397 and a corresponding p-value that indicates statistical insignificance.
The primary research indicates that mastery orientation positively influences the relationship between High-Performance Work Systems (HPWSs) and employee creativity, challenging previous findings by Janssen & Van Yperen (2004) and Hoa (2019) Therefore, it cannot be assumed that mastery orientation significantly affects the connection between HPWSs and employee creativity.
Theorical implications
This research enhances the existing literature on employee performance by illustrating that the implementation of High-Performance Work Systems (HPWS) significantly boosts employee performance While prior studies have explored the connection between Human Resource Management (HRM) practices and employee performance, there has been limited investigation into how HPWS can foster innovative behavior This gap in the HRM literature underscores the importance of further examining the impact of HPWS on employee outcomes.
Research indicates that High-Performance Work Systems (HPWS) foster employee engagement through affective commitment; however, previous studies did not explore the direct relationship between HPWS and employee performance Our findings demonstrate that HPWS has a positive impact on employee performance.
This study explores the mediating role of employee creativity in the relationship between High-Performance Work Systems (HPWS) and employee performance Previous research has emphasized the importance of understanding the connections between HRM systems and individual performance outcomes We hypothesize that HPWSs positively influence employee performance through enhanced creativity, addressing a significant gap in existing literature Our findings not only extend previous studies on the HPWS-employee performance link but also demonstrate that employees perceive HPWSs as indicators of organizational support, leading to increased innovative behavior, thereby reinforcing the principles of social-exchange theory.
This study enhances the understanding of Human Resource Management (HRM) in Vietnam, a topic gaining significance in research While previous studies highlighted Vietnam's unique institutional and cultural characteristics affecting people management (Thang, 2005), recent findings suggest that certain High-Performance Work Systems (HPWS) methods may universally impact the Vietnamese workforce (Hoa, 2019) Our research demonstrates the advantages of HPWS, particularly in fostering development-oriented practices.
HR policies and organizational support, are also present in the Vietnamese context, at least in the organizations we researched.
Practical implications
The study highlights crucial implications for both managers and scholars, emphasizing that the implementation of High-Performance Work Systems (HPWS) should be mandatory in all Vietnamese businesses This approach is vital for addressing the challenges of globalization and economic diversity by effectively integrating the right people, technology, and organizational structure to optimize resources and enhance organizational prospects Additionally, managers can leverage these insights for practical applications in their operations.
HPWS may increase performance by providing an advantage in development-orientated
HR policies and creating a positive environment where employees can maximize their productivity
Research indicates that creativity serves as a crucial mediator between High-Performance Work Systems (HPWS) and employee performance By enhancing creativity, HPWS can significantly boost employee performance Therefore, it is essential for directors and HR managers to develop strategies that promote effective HPWS and foster innovation, ultimately motivating employees to generate unique ideas and achieve superior performance.
Limitations and future research recommendations
The study explores how High-Performance Work Systems (HPWSs) influence employee performance by examining the roles of creativity and the presence of creative coworkers, as well as employee mastery orientation as moderators Despite efforts to ensure the research's impartiality, reliability, and validity, there are limitations that future researchers should consider, including the small sample size due to constraints in time and resources.
(201), so the results may not represent all Vietnam companies
Despite being a well-explored area of study, there is no consensus among scholars on the definition of High-Performance Work Systems (HPWSs), as their measurement varies across different research efforts, potentially affecting findings (Jiang et al., 2012) While certain components of HPWSs can enhance overall business performance, they may also restrict specific organizational areas For example, when job duties are primarily determined by employees rather than defined job descriptions, it can facilitate daily tasks but create confusion for newcomers lacking clear guidelines To address these challenges, future research should consider collecting HPWSs data in bundles and analyzing their separate impacts to identify practices that benefit the organization while posing issues in particular regions.
The study's reliance on a single source of data, reflecting only individual perspectives, introduces common method bias To enhance the validity of future research, it is essential to gather data from diverse sources or utilize more objective assessments of creative performance.
The cross-sectional design of our research restricts the ability to draw causal conclusions While the associations identified align with our hypotheses and theoretical framework, future studies utilizing time-lagged survey data could enhance the internal validity of our results.
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In the article by Mohammed Iqbal Al-Ajlouni, titled "Can High-Performance Work Systems (HPWS) Promote Organisational Innovation?" the author explores the relationship between HPWS and organizational innovation from the employee's perspective The study emphasizes the roles of employee perspective-taking, engagement, and creativity within a moderated mediation model The findings suggest that effective HPWS can significantly enhance employee engagement and creativity, ultimately fostering organizational innovation Published in Employee Relations: The International Journal, this research highlights the importance of integrating employee insights to drive innovative outcomes in organizations.
In their study, Andersén and Andersén explore the impact of High-Performance Work Systems (HPWS) on employee affective commitment, emphasizing the influence of management position and gender The research, published in the International Journal of Employee Relations, highlights that the appreciation of HPWS varies among employees based on these factors The findings suggest that understanding the diverse perceptions of HPWS can enhance employee engagement and commitment within organizations This study contributes valuable insights into the dynamics of workplace systems and their differential effects on various employee demographics.
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The article by Chae, Heesun, and Jin Nam Choi explores the impact of job complexity on creativity and task performance, proposing an extension of job design theory by incorporating social and contextual factors Additionally, the research conducted by Chang, Po-Chien, and Shyh-Jer Chen examines how high-performance work systems (HPWS), affective commitment, and human capital influence employee job performance within professional service organizations These studies collectively highlight the significance of contextual elements in enhancing employee performance and creativity in the workplace.
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Appendix 1: Questionnaire in the Vietnamese version
Cao Gia Khoa, hiện đang theo học chương trình Thạc sĩ Quản trị kinh doanh tại Đại học Việt Nhật thuộc Đại học Quốc gia Hà Nội.
Mình đang thực hiện đề tài nghiên cứu liên quan đến Hệ thống nhân sự trong công ty tại Việt Nam
Bảng khảo sát gồm thông tin chung và 34 câu hỏi, dự kiến mất khoảng 10-15 phút để hoàn thành Rất mong bạn dành chút thời gian tham gia, mọi thông tin bạn cung cấp sẽ được bảo mật.
Xin chân thành cảm ơn các bạn đã dành thời gian giúp đỡ mình hoàn thành đề tài này Trân trọng
Email: 20117012@st.vju.ac.vn
4 Loại hình công ty bạn đang làm việc:
Công ty Vốn đầu tư nước ngoài
Phần II: Câu hỏi khảo sát
Các bạn vui lòng cho ý kiến đánh giá đúng nhất đối với từng mục dưới đây theo tiêu chí sau:
Trước khi được tuyển dụng vào công ty của bạn, các ứng viên phải trải qua một quy trình tuyển dụng bài bản Các câu hỏi khảo sát trong quá trình này được sắp xếp một cách ngẫu nhiên để đảm bảo tính khách quan và công bằng.
Trong công việc, Tôi thử những ý tưởng hoặc phương pháp mới đầu tiên
Công ty của bạn có hỗ trợ cung cấp đào tạo cho nhân viên để họ nâng cao trình độ của mình
Trong công việc, Tôi tìm kiếm những ý tưởng mới và phương pháp mới để giải quyết vấn đề
Nhân viên có một sự nghiệp rõ ràng khi làm trong công ty
Trong công việc, Tôi tạo ra những ý tưởng đột phá liên quan đến công việc
Những nhân viên giỏi sẽ có cơ hội được thăng tiến lên các vị trí với mức lương tốt hơn, có trách nhiệm cao hơn ở trong công ty
Tôi cảm thấy thành công trong công việc khi Tôi tiếp thu được kiến thức mới và học được kỹ năng mới bằng cách cố gắng
Trong công ty bạn, Việc đánh giá hiệu quả công việc được tổ chức thường xuyên
Tôi cảm thấy thành công trong công việc khi Tôi tiếp thu kiến thức mới hoặc thành thạo kỹ năng mới mà trước giờ khó với tôi
Kết quả của đánh giá công việc được dùng để trả thưởng và cân nhắc thăng chức cho nhân viên
Tôi cảm thấy thành công trong công việc khi Tôi học nhiều thứ mà tạo động lực cho tôi tiếp tục
Nếu công ty gặp phải vấn đề về tài chính, sa thải nhân viên sẽ là phương án cuối cùng
Tôi cảm thấy thành công trong công việc khi Tôi nhận thấy mình đang tiến bộ
Nhân viên được phép đưa ra nhiều quyết định liên quan đến công việc
Tôi cảm thấy thành công trong công việc khi Tôi học được điều gì đó khiến tôi muốn luyện tập nhiều hơn
Nhân viên thường được quản lý yêu cầu tham gia vào các quyết định
Tôi cảm thấy thành công trong công việc khi Tôi học được điều gì đó mới mà thú vụ để làm
Quản lý thường giao tiếp cởi mở với nhân viên
Tôi cảm thấy thành công trong công việc khi Tôi được tận dụng tối đa bản thân
Các nhiệm vụ công việc thực tế được xác định bởi nhân viên hơn là bởi bản mô tả công việc cụ thể
Tôi cảm thấy thành công trong công việc khi Tôi cải thiện được trong nhiều mặt
Nhân viên có cơ hội được nhận thêm thưởng cho năng suất, hiệu suất và các kết quả hoạt động cá nhân khác
Tôi cảm thấy thành công trong công việc khi Tôi thành thạo kiến thức hoặc kỹ năng mới
Tôi cảm thấy thành công trong công việc khi Tôi được làm với tiềm năng của tôi
Tôi cảm thấy thành công trong công việc khi Tôi được làm hết sức mình
Tôi thường thấy đồng nghiệp có những hành vi sáng tạo trong công việc
Đồng nghiệp của tôi là nguồn cảm hứng cho sự sáng tạo trong công việc, với những phương pháp độc đáo giúp giải quyết công việc một cách hiệu quả hơn.
Các bạn vui lòng cho ý kiến đánh giá đúng nhất đối với từng mục dưới đây theo tiêu chí sau:
1 – Rất thấp đến 7 – Rất cao
Các câu hỏi khảo sát được sắp xếp một cách ngẫu nhiên 1 2 3 4 5 6 7 Chất lượng công việc của bạn như thế nào
Năng suất trong công việc của bạn như thế nào
Bạn đánh giá như thế nào về hiệu suất của đồng nghiệp trong công việc của họ so với chính bạn làm cùng một loại công việc
Bạn đánh giá như thế nào về hiệu suất của bản thân trong công việc so với các đồng nghiệp đang làm cùng một loại công việc
Cảm ơn bạn đã tham gia khảo sát!
Appendix 2: Questionnaire in the English version
My name is Cao Gia Khoa - currently a postgraduate student studying Master of Business Administration program at Vietnam Japan University - Hanoi National University
I am doing research on the topic related to High-performance work systems (HPWSs), Creativity and Employee Performance in Vietnam
The survey consists of general information and 33 questions, designed to be completed in 10-15 minutes Your participation in answering the questionnaire is greatly appreciated, and rest assured that all information provided will remain confidential.
Thank you very much for taking the time to help me complete this survey
Email: 20117012@st.vju.ac.vn
4 Type of company where you are working:
Please give your opinion on these items according to the following scale:
The survey questions are arranged randomly 1 2 3 4 5 Applicants undergo structured interviews before being hired in your company
Your company provides employees with training assistance enabling them to upgrade their qualifications
Employees have clear career paths within the company
Qualified employees have the opportunity to to promoted to positions of greater pay and/or responsibility within the company
Performance assessments are conducted regularly
The outcome of performance assessment is used for bonus and promotion
If the company are facing economic problems, dismissing employees would be the last choice
Employees are allowed to make many job-related decisions
Employees are often asked by their supervisors to participate in decisions
Supervisors keep open communications with employees
The actual job duties are shaped more by the employee than by a specific job description
Employees have the opportunity to earn bonuses for productivity, performance or other individual performance outcomes
In my job, I try new ideas or method first
In my job, I seek new ideas and ways to solve problems
In my job, I generate ground-breaking ideas related to the field
I feel successful on my job when…:
I acquire new knowledge or learn a new skill by trying hard