The MBA Thesis

This studyaims to further this stream of research by examining relationships among high-performance work systems HPWS, job control, job demand, job stress, jobperformance, and intention

VIETNAM GENERAL CONFEDERATION OF LABOUR

TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION

NGUYEN VAN THUAN

THE IMPACT OF HIGH – PERFORMANCE WORK SYSTEMS ON EMPLOYEE INTENTION TO QUIT AT

BINH SON REFINING AND PETROCHEMICAL JOINT STOCK

COMPANY MASTER THESIS Major: Business Administration

Code: 8340101

Master thesis Title:The impact of High-performance work systems on employee intention to quit at Binh Son Refining and Petrochemical Joint Stock Company

HO CHI MINH CITY, MAY 2019

Master thesis Title:The impact of High-performance work systems on employee intention to quit at Binh Son Refining and Petrochemical Joint Stock Company

VIETNAM GENERAL CONFEDERATION OF LABOUR

TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION

NGUYEN VAN THUAN

THE IMPACT OF HIGH – PERFORMANCE WORK SYSTEMS ON EMPLOYEE INTENTION TO QUIT AT

BINH SON REFINING AND PETROCHEMICAL JOINT STOCK

COMPANY MASTER THESIS

Major: Business Administration

Code: 8340101

HO CHI MINH CITY, MAY 2019

The master thesis has been completed at: Ton Duc Thang University

Scientific supervisor: Dr Do Van Hoa

Ton Duc Thang University

Reviewer 1: Dr

Reviewer 2: Dr

The master thesis was defended at Ton Duc Thang University on … … 2019 follow the Decision No: / /TĐT-QĐ on / /2019

The members of master thesis evaluation Council include: 1 Dr ……… ………

2 Dr ……… ……….

3 Dr ……… ………

4 Dr ……… ………… ………

5 Dr ……… ………

Confirmation of the Chairman of the master thesis evaluation Council and the Head of the Specialized Management Faculty after receiving the revised master thesis (if any) CHAIRMAN OF COUNCIL HEAD OF FACULTY ……… ………

TON DUC THANG UNIVERSITY

-THE TASK OF MASTER’S -THESIS

Sutdent name: Nguyen Van Thuan Student ID: 166001136

Date of birth: 25/5/1984 Place of birth: Quang Ngai

Major: Business Administration Code: 8340101

1.The name of master thesis: The impact of high-performance work systems onemployee intention to quit at Binh Son Refining and Petrochemical Joint StockCompany

2.The Tasks (original content and data requirements):

3.Date of assignment: ……/… /2018 ( the date of assigning the subject according tothe decision)

4.Date of completion: … /… /2019 ( deadline for submission of the master thesisand applications for defense)

5.Scientific Supervisor: Dr Do Van Hoa

STATUTORY DECLARATION

I assure that this is my own research under the scientific supervisor by Dr DoVan Hoa The research contents, results in this master thesis are honest andunpublished in any form before The research data in the tables for analysis,comment and evaluation are collected by the author from various sources in thereference section

In addition, in the thesis I also use some comments and evaluations as well asdata from other authors and other organizations with source citation and comment

If any fraud is found, I will take full responsibility for the content of my thesis Ton Duc Thang University is not related to violations of copyright caused by

me during the implementation process of this master thesis (if any)

Ho Chi Minh City, May 2019.

Author

Nguyen Van Thuan

The master thesis was defended at Ton Duc Thang University on …/…./2019follow the Decision No: / /TĐT-QĐ on / /2019

I would like to express my deepest gratitude to my supervisor - Dr Do Van Hoa,who has provided insightful discussions, valuable comments, constructive criticismsand supported in the preparation and completion of this thesis

I also sincerely thank the lecturers who have taught and dedicated knowledge inthe Master of Business Administration training program This is a very importantbasis for me to successfully implement this master's thesis successfully

I would also like to thank the leaders of Ton Duc Thang University, thepostgraduate department and especially the business administration department forcreating favorable conditions for me throughout my study and graduation thesis.Giving my special thanks go to all the Division manager of BSR who haveallowed me to interview staffs, collected data , time and invaluable insights whichgreatly contributed to the completion of my thesis

I would also wish to thank all my friends as well as TDTU MBA classmates for their kind help, and moral support and encouragement

My sincere thanks are due to all the Production Division's staffs of BSR, whohave been very supportive and nice whenever I need their help They have partlycontributed to the completion of my thesis

And finally, I would like to sincerely thank my family and relatives forunderstanding and sharing the difficulties, making them a spiritual support for me tocomplete this course

Nguyen Van Thuan

Although theoretically and empirically established in the literature, theHPWS-performance relationship remains unexplored research questions This studyaims to further this stream of research by examining relationships among high-performance work systems (HPWS), job control, job demand, job stress, jobperformance, and intention to quit in a Vietnamese context We build upon the idea

of rhetoric versus reality about HPWS to suggest that these negative consequencescould be improved when HPWS are also implemented in the moderation role of jobcontrol, or discretion given to employees in determining how to conduct jobresponsibilities in the firms In order to conduct so, we draw on job demands–control theory and job demand – resource theory, and synthesize relevant literatures

to hypothesize and test mediation relationships of job demand and job stress onHPWS perception and job performance and intention to quit, and moderationrelationships of job control on HPWS perception and job demand, job stress, based

on a sample of 529 workers (including 444 team members and 85 team leaders) in

14 departments/divisions from Binh Son Refining and Petrochemical Joint StockCompany

Results of this research highlight the importance of individual outcomes as keyeffects of HPWS on HR outcomes such job performance and intention to quit.Based on componential theory of job demand – control theory and job demand – jobresources theory, the researcher suggests the mediating roles of job demand, jobstress on HPWS and job performance and intention to quit Also of interest is thatthe researcher finds that the moderating role of job control on the associationbetween HPWS and job demand and job stress

Keywords: high performance work systems, job demands, job control, job

stress, job performance and intention to quit

MBI-GS Maslach Burnout Inventory-General Survey

MSEM Multilevel Structural Equation Modelling

RMSEA Root Mean Square Error of Approximation

TABLE OF CONTENTS

LIST OF TABLES

Table 2.1 Terminology of the High Performance Work Systems 10

Table 2.2 Definitions of High Performance Work Systems by Strategic HRM Scholars 12

Table 2.3 Best Practices of HPWS Literature 14

Table 2.4 The sources and detail of items scales 40

Table 3.1 Structure of Dung Quat oil refinery mian products 41

Table 4.1 Descriptive Statistics of variables 43

Table 4.2 Means, standard deviations and correlations of variables 45

Table 4.3 Summary table of variables and scales after Cronbach’s Alpha analysis 52 Table 4.4 Summary of fit indices of CFA for HPWS 64

Table 4.5 Multilevel Path Analysis Results for HPWS CFA test 65

Table 4.6 Results for test Hypothesis 1 66

Table 4.7 Results for test Hypothesis 2 67

Table 4.8 Results for test Hypothesis 3 68

Table 4.9 Results for test Hypothesis 4 69

Table 4.10 Results for test Hypothesis 5 70

Table 4.11 Results for test Hypothesis 6 71

Table 4.12 Results for test Hypothesis 7 72

Table 5.1 Summary of the hypotheses testing 76

Table 5.2 Multilevel path analysis results 77

Figure 4.1 Moderation effects for HPWS Perception x Job control

67

Figure 4.2 Moderation effects for HPWS Perception x Job control

68

80

CHAPTER1 INTRODUCTION1.1 Research background

In the past several decades, human resource (HR) researchers have found thatorganizational performance is substantially improved by HR practices that leveragehuman capital by acquiring, developing, and motivating the company’s talents inthe best way (Posthuma, Campion, Masimova & Campion, 2013) Most studiesfocus on the influence of HR systems on firm performance (Wei, & Lau, 2010;Becker and Huselid, 2006; Evans & Davis, 2005; Sun, Aryee & Law, 2007) Inparticular, Huselid (1995) has empirically examined the relationship between high-performance work systems (HPWS) practices and firm performance Coupled withthis early work, strategic HRM scholars have continued to examine the underlyingmechanisms between HPWS and a variety of organizational outcomes includingperformance, productivity, and turnover (Zhang and Morris, 2014; Kehoe & Wright,2013; Zhang & Morris, 2014; Jensen et al., 2013; Batt, 2002; Guthrie, 2001) Theseauthors have argued that HPWS are considered as an important management toolthat contributes to organizational success and higher performance While themainstream view is that HPWS are beneficial for organizations, an alternativetheoretical perspective has developed that challenges the “rhetoric versus reality” ofHPWS (Jensen et al., 2013) This perspective suggests that HPWS, which are aimed

at creating a competitive advantage for organizations, increase so at the expense ofindividual employees, thus resulting effect to role overload, burnout, and heightenedpressure for individuals (Jensen et al., 2013; Ramsay, Scholarios, & Harley, 2000;Godard, 2001, 2004; Kroon, van de Voorde, & van Veldhoven, 2009)

In recent years, the scholars have increasingly recognized the importance ofemployee outcomes in exploring the linkages between HPWS and organizationalperformance (e.g., Lee & Bang, 2012; Jensen et al., 2013; Zhang & Morris, 2014;Jeong& Sin, 2017) On the basis of their argument, Jeong& Sin (2017) haveexamined whether collective learning is the mechanism through which HPWSpractices increase organizational creativity (Jeong& Sin, 2017) Outstandingly, Lee

& Bang (2012) have suggested that firms adopting a HPWS may produce highorganizational performance in workplaces where the employees have high internal

motivation and the congruence of workers with their organization is positivelyassociated with organizational outcomes or performance (Lee & Bang, 2012).Meanwhile, Torre (2012) have found that HPWS have very mixed effects on thewell-being of workers As mentioned above, Zhang and Morris (2014) point toseveral reasons why employee outcomes are considered underlying mechanismsthat mediate the HPWS - performance linkage (e.g., Kehoe & Wright, 2013; Zhang

& Morris, 2014)

Although the HPWS-performance relationship has been both theoretically andempirically confirmed in the literature, some commentators have recentlychallenged the “rhetoric versus reality” of HPWS (e.g., Jensen et al., 2013) Mostearly studies on HPWS examine only the direct relationship between a set of HRmanagement practices and performance outcomes and seldom investigates the

“black box” of these relationships (Jiang et al., 2015) To determine this importantpoint, the HRM scholars have investigated the influences of HPWS on individualoutcomes such as intention to quit (Jensen et al., 2013) These authors havesuggested that these negative influences at the individual level when HPWS areexecuted in the firms with a moderation role of job control or discretion given toemployees in determining how to conduct job responsibilities to execute (Jensen etal., 2013; Karasek, 1979) At low moderation levels of job control, Jensen et al.(2013) have illuminated the potential for an alternative “dark side” of HPWS thatplaces a true concern for workers at the expense of organizational performance(Ramsay et al., 2000) Researchers advocating a critical perspective or “dark side”

of HPWS propose a distinction between hard versus soft HRM practices (Jensen etal., 2013) Following this perception, the hard HRM practices, or control-oriented,that is focused on the employee as a resource or object, subject to controls aroundcost reduction, compliance with rules, and rewards based on organization’s business

performance (Jensen et al., 2013) The soft HRM practices, or commitment-oriented

view suggests that organizations implement HR practices to enhance employees’psychological commitment to the organization and engender trust by involvingemployees in decision making and showing concern for worker outcomes (Jensen etal., 2013:1702) It should be important to note that Jensen et al., (2013) furtheradvance the view that challenges the rhetoric versus the reality of HPWS and argue

that HPWS hold the promise of offering organizations a strategic mechanism toachieve performance benefits; however, the results of this study suggested thatorganizations must be cognizant of the effects of HPWS on employees (Jensen etal., 2013) Furthermore, some of the researchers have argued that motivatingworkforce is one of the most critical challenges in the organizations today (Lee, &Bruvold, 2003) The choice of appropriate human resource practices is essential asvarious arguments have been made that the organization’s human resources arecritical to an organization’s success (Ferris et al., 1999; Jensen et al., 2013) Further

to this, scholars reckon that “high commitment” human resource practices, such asemployee development, affect organizational outcomes via shaping employeebehaviours and attitudes (Lee, & Bruvold, 2003; Jensen et al., 2013)

Finally, the majority of HPWS research has been focused on job demand-controltheory and relevant literatures to examine the underlying mechanisms betweenHPWS and performance outcomes, leaving much unknown about job demand -resources theory in underpinning such mechanisms In order to fill this gap, thisstudy will combine both job demand-control theory and job demand-resourcestheory as a theoretical base to provide insights into the HPWS-performancerelationship

There is little doubt that whilst there still exist numerous gaps to be addressed,research evidence suggests that the relationship between HPWS and performance ofboth organization and individual level is more or less established (Kaufman, 2015).Following this logic, Paauwe et al (2013: 204) conclude that a full use of HRM isgood for organizations (see also Do, 2017) However, the scholars especiallyhighlight that the underlying processes through which HPWS influencesperformance might be modified by different mediating, contingent and contextualfactors in order to fully understand such mechanisms (Boxall et al., 2011; Kaufman,2015) While Ajzen’s (1991) model has been useful in linking intentions tobehaviours, focusing on turnover intentions rather than actual turnover remains aweaker test of this important individual and organizational outcome On this basis,and in light of the aforementioned issues, gaps and/or limitations, the current studyaims to examine the phenomenon of how and when HPWS affect individualoutcomes through job performance, intention to quit and how to the mediating role

of job demand and job stress on HPWS and job performance, intention to quit Inorder to do so, we draw upon job demand – resource and job demand -controltheories as well as synthesize relevant literatures to develop the proposedhypotheses in the context of Vietnam Vietnam provides an interesting context forthis study because it represents an emerging market among South East Asiancountries (Do, 2017) The findings are expected to extend our theoretical andempirical understanding of the underlying mechanisms through which the use ofHPWS influences individual job performance and intention to quit

In Vietnam, the oil and gas industry has significantly contributed to theVietnamese economy in the process of industrialization and modernization of thecountry In particular, it annually contributes an average of 25-30% of total statebudget revenues (Le, V.T, Pham, V, C., 2016) Binh Son Refining andPetrochemicals Joint Stock Company (BSR) belongs to Vietnam Oil and Gas Group(PetroVietnam), which is in charge of receiving, managing and productionoperation, and commercial business the Dung Quat Oil Refinery that plays apioneering role and laid the foundations for the development of the petrochemicalindustry in Vietnam (Le, V.T, Pham, V, C., 2016) However, the newly executed oiland gas projects as Nghi Son Refinery Project and Long Son Refinery Project areone of the big challenges for BSR The engineers of BSR have experiences andhigher level will be welcomed by other companies Moreover, the employee’sperformance will largely affect the performance of Binh Son Refining andPetrochemicals Joint Stock Company To this end, we decide to select the researchproblem that focuses on exploring the impact of HPWS on employee performanceand intention to quit at BSR This study argued that job resources and job controlare critical components of HPWS effectiveness, and BSR that attempts toimplement HPWS without also addressing resources issues relating to employeediscretion are not as likely to achieve valued outcomes

Finally, the results of the study help BSR's Board of Directors implementsolutions to improve of the policy of attracting and retaining the employees as well

as the planning and development of the profession, and the analysis and description

of the work improve the efficiency of the employees and BSR

1.1 Aims of the study

The proposed study intends to explore the phenomenon of how and when HPWSinfluence the performance and intention to quit of employees at Binh Son Refiningand Petrochemical Joint Stock Company (BSR) In order to do so, the study willadopt the multilevel perspective to theorize and examine the underlyingmechanisms and/or processes through which HPWS impact on employeeperformance outcomes

1.2 Research Questions

To achieve the aforementioned aim, the study endeavours to address thefollowing main research question:

How and when does HPWS execution influence the performance of employees

at Binh Son Refining and Petrochemical Joint Stock Company?

More specifically, the study seeks to answer the following questions:

1 What are the underlying mechanisms and or processes through whichHPWSs affect employee performance? What evidence is there for thesemechanisms and by what performance measures are they assessed?

2 What boundary condition, if any, contributes to such underlyingmechanisms?

To answer these questions, we will theorize and examine a multilevel conceptualmodel of how and when HPWS impact on individual level performance metrics viaimportant underlying mechanisms In particular, the study aims to:

(1) Investigate, at cross - level, (a) examine the positive relationship betweenHPWS execution and HPWS perception, and (b) job demand mediates therelationship between HPWS perception and job performance, and (c) jobstress mediates the relationship between HPWS perception and jobperformance, and (d) job demand mediates the relationship betweenHPWS perception and turnover intention, and (e) job stress mediate therelationship between HPWS perception and turnover intention

(2) Examine, at the individual level, (a) job demand and job stress, as themechanisms linking experienced HPWS and job performance, and turnoverintention, and (b) the moderating role of job control on the associationbetween HPWS perception and job demand, and (c) the moderating role ofjob control on the association between HPWS perception and job stress

1.3 Objective and Scope of the study

Objectives of the study

The perception of employee about HPWS and HPWS influences jobperformance and intention to quit And the study has explored the mediation role ofjob demand, job stress and the moderating role of job control on HPWS and jobperformance and intention to quit in the firms

Respondents

Most of the surveyed employees and managers are middle and lower level andwork under a contract of one year for an indefinite term at Binh Son Refining andPetrochemical Joint Stock Company

Scope of the study

The research is carried out more than 50 groups/teams within Binh Son Refiningand Petrochemical Joint Stock Company

1.4 Research implications

1.4.1 Theoretical implications

From a theoretical perspective, the current study contributes to the existingknowledge in several ways First, the study advances, refines and extends theadopted theoretical perspectives to underpin the underlying mechanisms betweenHPWS and performance outcomes In so doing, the study aims to further theoreticaldevelopment with a view to more fully understanding such mechanisms (e.g.,Jensen et al., 2013; Jiang et al., 2013) Second, the study responds to recent calls fortheorizing and adopting a multilevel perspective to understand the HPWS –performance association (e.g., Takeuchi et al., 2009; Jensen et al., 2013; Jiang et al.,2013) by examining the cross-level analyses of the effects of HPWS practices onindividual performance outcomes Finally, the study combines and advances bothjob demand-control theory and job demand-resources theory as a theoretical base toexamine relationships among HPWS, job control, job resources, job demand, jobstress, job performance, burnout, and intention to quit in a Vietnamese context Bydoing so, the study helps to fill theoretical gaps in the strategic HRM literature (e.g.,Guest, 2011)

1.4.2 Practical implications

The results of this study suggest that working to align the context ofimplementation through job resources and systems that support employee

discretion, and focusing on the BSR’s intentions around HPWS, may be a necessarystep to instill a sense of job control and job resources in employees, which mayassist BSR in avoiding the potential “dark side” of HPWS.

We argue that job resources and control are critical components of HPWSeffectiveness, and BSR that attempts to implement HPWS without also addressingresources issues relating to employee discretion are not as likely to achieve valuedoutcomes

Finally, the results of the study help BSR's Board of Directors implementsolutions to improve of the policy of attracting and retaining the employees as well

as the planning and development of the profession, and the analysis and description

of the work to improve the efficiency of the employees and BSR

1.5 Structure of the thesis

The structure of the thesis will include:

- Chapter 1 “Introduction” introduces the reasons to choose research

problems, present the related researches, research questions, objectives andscope of the research, the meaning of the thesis

- Chapter 2 “Literature review” reviews and provides an overview related

studies to present the conception of research, summarize research theoriessuch as job demand – control theory, job demand - resources theory, jobstress theory, and this chapter will also provide an overview of theconceptual model, the theoretical perspectives and the hypothesisdevelopment

- Chapter 3 “Research methodology” covers the research procedure,

qualitative research methods and quantitative research, design research scalequestionnaires

- Chapter 4 “Research results” reports the results of the study that use SPSS

20.0 and MPlus 7.4 for research techniques as item analysis, ConfirmatoryFactor Analysis (CFA), Exploratory Factor Analysis (EFA), multilevelstructural equation modelling (MSEM)

- Chapter 5 “Recommendations and conclusion” summarizes the key

findings of the result It then presents the contributions, implications forresearchers and for practitioners, an acknowledgement of the main

limitations as well as directions for future studies Finally, it closes with anoverall conclusion.

CHAPTER 2 LITERATURE REVIEW

This chapter provides an overview of literature on HPWS, job demand –resources theory, job demand – control theory, and job stress literatures with a view

to familiarizing with extant research as well as detecting the research gaps Toachieve this goal, the author identifies the literature on HPWS research studies inmulti sectors (as multi-industry, services sector; manufacturing sector, multi-business…) and multi-context and multi-culture HPWS research (e.g., Westerncontext and Asian context) The research gaps identified in this literature review areexpected to provide a robust grounding for the significant contributions that thisresearch is aimed at making

2.1 High performance work system (HPWS)

Over the past two decades or so, organizations have become interested in theconcept of strategic management and its corollary, strategic HRM The researchers

in business-related disciplines have attempted to tie the methods and tools of theirdisciplines to the strategy of the firm (Wright & McMahan, 1992) In particular,strategic HRM has extensively explored the link between HPWS and organizationalperformance (e.g., Wei, & Lau, 2010; Aryee et al., 2012; Jensen et al., 2013; Patel etal., 2013, Posthuma et al, 2013; Jiang, & Liu, 2015) For example, Jiang (2015) hasexplored the underlying mechanisms between HPWS and organization effectivenessmediated through social capital Furthermore, Van De Voorde and Beijer (2015)have investigated the relationships between HPWS and employee outcomes throughinfluencing HR attributions as a mediator Bowen and Ostroff (2004) noted that thecontent of the HRM system should be largely driven by the strategic goals andvalues of the organization and that the foci of the HRM practices must be designedaround a particular strategic focus, such as service or innovation (Bowen andOstroff, 2014:206) Base on this perception, Liao et al., (2009) has primarilyexamined the effects of HPWSs on establishment or firm-level performance from amanagement perspective in the manufacturing sector These authors havehighlighted that there are the relationships of distinction and overlap between theimpact of management perspective of the HPWS practices generally implemented

and employee individual experience with the HPWS on individual employeeoutcomes.

Additionally, Jensen et al (2013) have explored the mediating roles of anxietyand role overload in the relationship between HPWS and turnover intentions.Therefore, the relationships between HPWS and organizational performance havebeen both theoretically and empirically established in the strategic HRM literature(see also Combs et al., 2006) Due to its recognized role, a number of HPWS-related issues have emerged in the literature, such as its terminology,conceptualization, HPWS practices and performance indicators at bothorganizations and individual level We now turn to discussing these aspects indetail

2.1.1 Terminology of High-Performance Work Systems

The terminology of HPWS has been popular in the strategic HRM As such,HPWS is interchangeably labelled as high-performance HR practices (Sun et al.,2007); high commitment HR practices (Latorre, Guest, Ramos, & Gracia, 2016);high-performance work practices (Combs et al., 2006; Posthuma et al., 2013; Jensen

el al., (2013); Karatepe, 2013; Karatepe, O M., & Vatankhah, 2014; Jeong & Shin,2017); high involvement work systems (Edwards & Wright, 2001; Harmon, Scotti,Behson & Farias 2003);Wood & de Menezes, 2011); high-involvement workpractices (Guthrie, 2001); high-performance work environment (Weinberg, Avgar,Sugrue, & Cooney‐Miner, 2013); and among others An overview of the studies thatrefers to the terminology of HPWS is summarized in Table 2.1

Table 2.1 Terminology of the High-Performance Work Systems

The Author(s) Year of

Guthrie, J P., Spell, C S.,

High involvement

work practices

Manufacturing

organizations

Sun et al 2007 High-performance

Leggat, S G., Bartram,

High-performancework system practices Service sector Weinberg, Avgar,

Sugrue, & Cooney‐Miner 2013

High-performancework environment

Service sector

Tregaskis, O., Daniels,

Services,education andfood manufacture

Jeong, I., & Shin, S J 2017 High-performance

in increasingly global markets (Barnes, 2012) Wood (1999) further states that theprimary purpose of the advent is to replace the out-of-date Taylorist model, with itspayment systems based on job structures rather than individual performance, andthus leads to less employee involvement and commitment (Do, 2017) Further tothis, the success of managerial practices is dependent on the fit between theassumptions, values, and beliefs inherent in any given managerial practice and the

culturally based assumptions, values, and beliefs held by those who are beingmanaged (Kirkman & Shapiro, 1997; Muduli, 2015)

2.1.2 Conceptualization of High-Performance Work Systems

With respect to HPWS conceptualization, scholars have offered a variety ofdefinitions (i.e., Sun et al., 2007; Guthrie et al., 2009) In many studies, HPWS areconceptualized as a set of distinct but interrelated HR practices together withselecting, training and developing, upholding, and motivating a workforce with aview to gaining the perceived performance of organizations and sustainablecompetitive advantage (Becker & Huselid, 1998; Guthrie, 2001; Huselid, 1995;Way, 2002) Another definition is that HPWS are designed to enhance employees’attitudes, skills, and competence (Neal et al., 2005; Wright & Nishii, 2007) HPWSare implemented to motivate employees to learn and facilitate their learning towardwhat behaviour and competences are important and expected by the firm (Bowenand Ostroff, 2004; Evans & Davis, 2005) Sun et al (2007) further argue thatHPWS practices can help enhance employees’s shared perceptions of a supportiveorganizational environment motivating discretionary behaviours that could lead tofirm outcomes Table 2.2 that follows illustrate the summary of HPWS definitions

Table 2.2 Definitions of High Performance Work Systems by Strategic HRM Scholars

Labourproductivity

Evans and

HPWS as a combined set of HRMpractices that are internally consistent(alignment among HRM practices) andexternally consistent (alignment withfirm strategy)

Firm financialefficiency andfirm flexibility

Sun et al 2007

HPWS as a combination of singlepractices that jointly influence firmperformance

Turnover andproductivity

Takeuchi et

HPWS as “a group of separate butinterconnected human resource (HR)practices designed to enhanceemployees’ skills and effort” (1069)

Establishmentperformance

Jensen et al 2013

HPWS is the system includes “selectionand recruitment, employee training,performance management, managementconsultation of employees in decisionmaking, career opportunities, adequatecommunication, team work, reduction

of status differences betweenmanagement and employees, job

compensation”

TurnoverIntentions

Commitmentand job strain

Favorableinterpersonalenvironment;knowledgetransfer and firmperformance

2.2 High-Performance Work Systems Practices

A literature review of HPWS practices (from 1992 to 2011) by Posthuma et al.(2013) points out that there are 61 HR practices mentioned a total of 2,042 times Inthis review, Posthuma et al (2013) place more emphasis on the nine most frequently

used HPWS practices categories in the existing literature; namely, compensationand benefits; job and work design; selection, training and development; recruitingand selection; employee relations; communication; performance management andappraisal; promotions; and turnover, retention and exit management (Do, 2017).

Based on the previous studies, we would summarize the HPWS practices werestudied as Table 2.3

Table 2.3 Best Practices of HPWS Literature

Author(s) HR Practices Cronbach Alpha Research Context Notes

Adopted fromprior

researchers(e.g., Sun etal., 2007;Delery andDoty, 1996Shin (2014) -Selective selection

-Intensive training

-Employee involvement

-Performance appraisaland feedback

initiatives

-Incentive-basedcompensation

-Performancemanagement

2.3 Job demand - resources Interventions

In job demand - resources studies have consistently shown that employees

achieve the best job performance in challenging, resourceful work environments,

since such environments facilitate their work engagement This implies thatorganizations should offer their employees sufficient job challenges, and jobresources, including feedback, social support, and skill variety (Bakker et al., 2014).

In addition, job demand - resources theory acknowledges the importance of the

person Organizations can decide to invest in training their employees so that theyare better able to deal with the job demands and to develop themselves during work.Organization-driven interventions aiming at increasing individual employees’personal resources can take the form of in-company training, while individual-driven interventions can take the form of capitalizing on one’s strengths In this

chapter, we briefly discuss the four possible job demand - resources interventions

displayed in Figure 2.2, namely (a) job redesign; (b) job crafting; (c) training; and(d) strengths-based intervention These interventions can be organized in twodimensions: (1) intervention level individual versus organization, and (2)

intervention target: the work environment (job demands and resources) versus the

individual (personal resources)

n Job demands/job resources Personal resources

Figure 2.1 Interventions on the Basis of JD-R Theory Classified in Terms of

Intervention Target and Leve (Bakker et al., 2014).

2.4 Performance

In the pervious research, performance has been differently defined by scholars(see, for example, Guest, 1997; Armstrong et al., 2010) Guest (1997), for instance,describes “performance as a company-dominated criterion” Building on priorresearch, Lee, Lee and Wu (2010) defines the performance under four dimensions

of operational performance which are product quality, product cost, product

delivery, and production flexibility Drawing on the Ability – Motivation –Opportunity framework, Armstrong et al (2010) advocate that performance iscontingent on employees in terms of their competence and abilities, motivation, andopportunities This means that if a diverse workforce is managed effectively (e.g.,provided with relevant training and development and high levels of involvement), itwill significantly contribute to the organizational outcomes (Do, 2017).Performance as a function of workers’ ability, motivation and opportunity to partake

or contribute If these variables are appropriately implemented, organizations arelikely to take advantage of employee potential and discretionary judgment Withrespect to the measures of performance, Guest (1997) especially emphasizes theimportance of employee behaviours For example, employees’ positive behaviourscan enable them to serve and satisfy customers better (e.g., they approach customersand offer help), and follow safety procedures (Guest, 1997) Consequently,employee outcomes can contribute to overall organizational performance (Do,2017)

In recent years, scholars have increasingly recognized the importance ofemployee outcomes in exploring the linkages between HPWS and organizationalperformance On the basis of their argument, Zhang and Morris (2014) point toseveral reasons why employee outcomes are considered underlying mechanismsthat mediate the HPWS - performance linkage First, HPWS yield the most directinfluence on individuals because HPWS depend completely upon individualoutcomes to enhance firm performance Second, the relationships between HPWSand organizational performance are established via the means of employeeoutcomes In turn, scholars provide empirical demonstrations that employeeoutcomes have been deployed as the main measures of performance (e.g., Kehoe &Wright, 2013; Zhang & Morris, 2014) For example, using a sample of 168 Chinesefirms, Zhang and Morris (2014) found that employee outcomes of attitudes,behaviors and abilities mediate the linkages between HPWS and organizationalperformance Likewise, Kehoe and Wright (2013) demonstrated that HPWSpositively influence employee outcomes of affective commitment, organizationalcitizenship behavior, intent to remain with the organization, and absenteeism

Further, measures of employee outcomes include employees’ work attitudes andintention to leave (Ang et al., 2013); job performance and extra-role customerservice (Karatepe, 2013); employee’s ability, presence of opportunity practices,perceptions of ability, motivation and opportunity practices (Kroon, Van De Voorde

& Timmers (2013) In order to further this stream of research, this study focuses onimportant individual outcomes of trust in management, trust in supervisor andemployee creativity that are construed as unexplored variables in the HPWS-performance relationship, which in turn contribute to firm-level innovation and firmmarket performance

2.5 Early studies and their links to the current study

As this study aims to examine the underlying mechanisms through which HPWSinfluences the performance of the studied firm in Vietnam, it is now essential toreview and then identify research gaps from early research

2.5.1 Bakker et al., (2014a)

Based on early research, Bakker et al., (2014) had a critical review of two coreconcepts in the field of organizational psychology and organizational behavior:burnout and work engagement They adopted job demands–resources theory tointegrate the research findings Bakker et al., (2014:405) suggested that burnout andwork engagement are important concepts because they predict significant outcomesfor individual employees and for organizations Within this review, they alsosuggested that furture research and practice should continue to uncover processesrelated to burnout and work engagement, as they explain a great deal of the variance

in organizational behavior

Following this research, the author showed that the role of job demand inrelation to job resources and HR practice is determined by psychological factors,exhaustion and thereby impacting on job performance and negative consequences asthe employee's intention to leave The study of Bakker et al., (2014) helps theauthor put in intermediate variables in the research model to examine the impact ofHPWS on job performance and intention to quit This study also helps the authorpredict the relationship between the intermediationvariables and the outcomevariables

Our literature review suggests that there still exist certain gaps and/or limitationswith regard to the underlying mechanisms between HPWS and performance thatrequire further empirical studies Following this logic, the proposed study aims toexamine the phenomenon of how and when HPWS affect individual outcomesthrough job performance, intention to quit In order to do so, we draw upon jobdemand – resource and job demand -control theories as well as synthesize relevantliteratures to develop the proposed hypotheses in my thesis In the next section, wepresent the theoretical background and hypothesis development for the research.

2.5.2 Jensen et al., (2013)

In this study, Jensen and colleagues examine the relationship between HPWSand individual outcomes by analyzing a sample of 1,592 government workersnested in 87 departments from the country of Wales These researchers have notedthat HPWS comprise a system of HR practices that, when aligned withorganizational strategy, are designed to increase organizational performance andproductivity (Delaney & Huselid, 1996; Huselid, 1995; Lepak & Shaw, 2008;

as these authors mentioned in the study, the system of high-performance workpractices examined in the current study includes selection and recruitment,employee training, performance management, management consultation ofemployees in decision making, career opportunities, adequate communication, teamwork, reduction of status differences between management and employees, jobsecurity, and competitive compensation (Jensen et al., 2013) These authors havementioned a multilevel model is more appropriate to account for the nesting ofemployees within organizational units, the linkages between individuals anddepartments, and the effects of HPWS on individual employees They have arguedand examined their conceptual model, illustrating the link between HPWS at thedepartment and employee level

The results support their hypotheses, which highlight several negativeconsequences when HPWS are implemented with low levels of job control Theydiscuss their findings in light of the critique in the literature toward the utilization ofHPWS in organizations and offer suggestions for future research directions (Jensen

et al., 2013) Addition, the research of Jensen et al., (2013) has demonstrated that

job control attenuates the relationship between HPWS and both role overload andanxiety such that employees who are given more autonomy and control over theirindividual assignments feel less pressure as a result of HPWS utilization within theorganization These results echo the literature on job demands–control theory(Karasek, 1979), which has long recognized the importance of control perceptions

of employee attitudes

In the limitations and future directions, Jensen et al., (2013) has just investigatedexecution of HPWS at department manager level and these author argued thatmanagers often have a strong influence over employees’ day-to-day experiences,future research should investigate the role of managerial and organizationalcharacteristics more fully and the study has not yet investigated the effects ofemployee stress and health on productivity (Tetrick, Perrewe, & Griffin, 2010), this

is an important area for future work Based on the research of Jensen et al., (2013),the present research has built on the ideas by examining the effects of HPWS onemployees’ perception at team level and role of team leaders in execution of HPWS

at team level Addition, we have suggested that that replacing two new variableswhich are job demand and job stresses to check the mediating role of job demandand job tress on HPWSP and individual outcome variables as intention to quit andjob performance In addition, this study is conducted in a non-western context.These are new points to fill new insights into HPWS research The research gapsidentified in this literature review are expected to provide a robust grounding for thesignificant contributions that this research is aimed at making

2.6 Hypothesis development

2.6.1 Job demands–control theory

In the previous studies, the HR scholars have argued that literature on jobdemands–control theory was used used in explaining the relationship of HR,intermediate variables and outcome variables (Karasek, 1979) This theory hasserved as the basis for much of the studies on job stress and this theory include threecomponents are job demand, job discretion metal strain (Karasek, 1979)

Follow this theory, Job demands components are psychological stressors such

as expectations for working fast and hard and accomplishing large amounts of work,job-related personal conflict and task pressures In the firms, employees vary in the

extent to which they have job discretion, or the individual’s potential control overtasks and implement throughout the workday According to this theory, in the firms,employees who have more control over how and when they made decisions,delegation of work tasks, and autonomy may be better able to cope with jobdemands and experience less mental stress, which results when job demandsoverwhelm job discretion (Karasek, 1979) Mental strain has been captured using avariety of measures, including anxiety, defined as an emotional state of perceivedapprehension and increased arousal (Spector, Dwyer & Jex,1988; Spielberger,1966), and role overload, or when the expectations of work exceed the availabletime, resources, or personal capability of the employee (Dougherty & Pritchard,1985; Rizzo, House, & Lirtzman, 1970).

The demand – control theory notes that job control or autonomy may buffer theinfluence of workload on strain, whereas the effort–reward imbalance model statesthat rewards (in terms of salary, esteem reward, and security/career opportunities,i.e., promotion prospects, job security, and status consistency) may buffer theinfluence of effort (extrinsic job demands and intrinsic motivation to meet thesedemands) on strain (Bakker et al., 2007)

Based on this theory, Jensen et al (2013) have explored the effect of HPWS onemployee experiences, they argued that a more detailed look at the set of practicesimplemented that HPWS may help to explain why employees and organizationsmay be experiencing HPWS somewhat differently (Jensen et al., 2013) The results

of this study suggested that anxiety and role overload partially mediate therelationship between the interaction of HPWS perceptions and job control onturnover intentions This finding implies that HPWS utilization, when coupled withlow levels of job control, tends to leave employees feeling greater levels of anxiety,role overload, and more prone to intention to quit While we hypothesized fullmediation, the results showing partial mediation illustrate that intention to quit,which are a form of strain, are also directly affected by employee perceptions ofHPWS and job control (Jensen et al., 2013)

2.6.2 Job demand – resources theory

The Job Demand – Resources model (Bakker & Demerouti, 2007; Bakker,Demerouti, De Boer, & Schaufeli, 2003; Bakker, Demerouti, & Verbeke, 2004;

Demerouti et al., 2001) is a heuristic model that specifies how employee well-beingmay be produced by two specific sets of working conditions The job demands–resources theory is an important theory in the research the negative problems thateffect to workers at the workplace The perspective assumes that whereas everyoccupation may have its own specific risk factors associated with motivation andjob stress, these factors can be classified in two general categories job demands andjob resources that constitute an overarching model that may be applied to variousoccupational settings, regardless of the particular demands and resources involved(Bakker & Demerouti, 2007, 2014; Schaufeli & Bakker, 2004; Crawford, LePine, &Rich, 2010)

Job demands have been referred in many researches, that includes those

physical, social, or organizational aspects of the job that require sustained physical

or mental effort and are therefore associated with certain psychological costs (e.g.,exhaustion) and include aspects such as workload, time pressure, and difficultphysical environments (Crawford et al., 2010)

The job demands–resources theory assumes two processes that explain therelationships with engagement, burnout, strain and influence intention to quit andjob performance (Bakker & Demerouti, 2007, 2014; Schaufeli & Bakker, 2004).First, job demands are assumed to activate an energy depletion process whereby anemployee’s sustained increases in effort to meet perceived job demands are metwith an increase in compensatory psychological and physiological costs that drainthe employee’s energy (Crawford et al., 2010) The consumption of energy andincreased stress from responding to demands gradually leads employees to feel used

up and worn out Thus, job demands are assumed to have a direct positiverelationship with burnout, job tress and intention to quit (Bakker et al., 2014).Second, job resources are assumed to activate a motivational process wherebyperceived resources that are instrumental in achieving work goals can also fosteremployees’ growth, learning, and development in the organizations; job resourcessatisfy needs of the employees for autonomy and developing competence; andincrease willingness to dedicate one’s efforts and abilities to conduct the work task.These perceptions and beliefs increase the degree to which individuals are willing toinvest their selves into their role performances (Bakker et al., 2014) Empirical

evidence from multiple studies in various occupations and countries confirms thatjob demands are positively associated with burnout, strain and influence to intention

to quit and job performance, whereas job resources are positively related toengagement (Bakker & Demerouti, 2007) Evidence from several studies (e.g.,Bakker, Demerouti, & Euwema, 2005; Bakker, Demerouti, & Schaufeli, 2003;Schaufeli & Bakker, 2004) also suggest that job resources have a direct negativerelationship with burnout The conservation of resources theory suggests this is sobecause stress occurs when resources are lost or threatened, and this stress will leademployees to burn out over time (Hobfoll & Freedy, 1993) Using this theory, theauthor built a research model and proposed to add new variables to the researchmodel based on inheriting the previous research of Jensen et al., (2013) The authorreplaced anxiety and role overload by job demand and job stress This alternativecontributes to addressing the impact of HPWS on the negative individualconsequences of employees' intention to quit

Finally, although the job demands–resources theory clearly predicts that jobdemands lead to intention to quit, the evidence concerning the relationship betweenjob demands, job stress and intention to quit, and as a result, scholars have generallyconcluded that demands are not relevant for predicting individual outcomes(Crawford, E R et al., 2010)

2.6.3 The relationship of HPWS Execution and HPWS Perception

In the several researches, these authors have argued that different employeegroups may not have identical experiences of HR practices (Liao et al., 2009).There is a long-standing tradition of variance in exposure to HR practices, such ascompensation, training, and promotion opportunities across administrativeboundaries such as exempt versus nonexempt status or managerial versusnonmanagerial status (Huselid, 1995) Companies may also use different HRpractices to match the requirements of particular employee groups (Liao et al.,2009) Additionally, within the same employee group, members who theoreticallyshould share the same HPWS practices may be treated differently or have differentperceptions or experiences of the practices in place (Liao et al., 2009:373) It iswidely acknowledged that the bulk of empirical studies has been undertaken toinvestigate the link between HPWS and performance (Do, H., 2017) Yet the

majority of research has focused on the organizational (i.e., macro-level) analysis or

a managerial perspective (Chang & Chen, 2011), neglecting the voices ofemployees (Do, H., 2017) In recent years, a number of studies have started to fillthis void by having tested on the implications of HPWS for workers’experience ofwork and which have been informed by theorizing derived from critical traditions(Harley et al., 2007; (Do, H., 2017)

Although this, there are still many studies from scholars to investigate theimpact of HPWS on performance at both the organizational and individual levels(Chang & Chen, 2011; Liao et al., 2009; Qiao et al., 2009; Do, H et al., 2018) This

is very critical if we are to more precisely comprehend how and why HPWS effects

on the performance of individual and organizational, and thus offer firms and theirmanager’s actionable knowledge about how to utilize HR practices fruitfully todevelop and retain competitive advantage (Aryee et al., 2012) In this response, wetest a cross-level model with team level variable (HPWS execution) and individual-level variable (HPWS perception) On the basis of the notion that by investing moreeffectively in HRM practices, firms are likely to benefit from features of the HRMprocess that can lead employees to appropriately interpret and respond to theinformation conveyed in HRM practices’ (Paauwe & Boselie, 2005: 23).Accordingly, HR practices could be implemented differently for employees, or atleast that employees may perceive or experience differences in exposure to workpractices (Jensen et al., 2013) The organization’s utilization of a system of HPWSpractices included rigorous selection, development and career opportunities,rewards, performance evaluations, participation and communication, task analysis,and job design (Jensen et al., 2013) Therefore, we argue that when employeesperceive that they are valued and invested by their employer, they are more likely topositively perceive HRM practices within their firms, thereby influencing their jobattitudes, and behaviours, and effect to job performance Therefore, the HPWSexecution will relate employee perceptions of HPWS (Jensen et al., 2013:1702).Based on these arguments, I hypothesize:

Hypothesis 1: HPWS Execution will positively relate to HPWS Perception.

2.6.4 The moderating role of Job Control

In the research of Jensen et al (2013) argued that the effect of HPWS onemployee strain should be considered in light of employee job control And at lowlevels of job control, they argued that organizations are not likely to reap thepositive benefits associated with HPWS (Jensen et al., 2013) Outstandingly, thedemand– control model claims that job control or autonomy may buffer theinfluence of workload on strain, whereas the effort–reward imbalance model statesthat rewards (in terms of salary, esteem reward, and security/career opportunities,i.e., promotion prospects, job security, and status consistency) may buffer theinfluence of effort (extrinsic job demands and intrinsic motivation to meet thesedemands) on strain (Bakker et al., 2007) Based on job demand – control theory andHPWS, the soft of HPWS practices, or commitment-oriented, approach to a hard, orcontrol-oriented, approach, and the effort to comply with the demands of work is nolonger discretionary but, rather, is required and expected (Jensen et al., 2013) As aconsequence, we argue that employees will experience greater strain, includinghigher job stress Therefore, taking into consideration individual differences indiscretion, we hypothesize:

Hypothesis 2: The relationship between HPWS perception and job demand will

be moderated by job control As job control decreases, HPWS perception will relate

to more job demand

Hypothesis 3: The relationship between HPWS perception and job stress will be

moderated by job control As job control decreases, HPWS perception will relate

to more job stress

2.6.5 The mediating role of job demand and job stress on HPWS perception

and job performance

In the several previous researches contributed present the models that help tobridge the gaps of my knowledge of the mechanism underlying HPWS–outcomelinkage by looking at job performance To clarify for the role of job demand and jobtress, the author based on literature on job demands–control theory (Karasek, 1979).This theory composed of three components: job demands, job discretion, andmental strain Job demands are psychological stressors such as expectations forworking fast and hard and accomplishing large amounts of work, task pressures,

and job-related personal conflict Employees vary in the extent to which they havejob discretion, or the individual’s potential control over tasks and conductthroughout the workday According to the theory, in the organization, employeeswho have more control over how and when decisions are made, delegation of worktasks, and autonomy may be better able to cope with job demands and experienceless mental stress, which results when job demands overwhelm job discretion(Karasek, 1979) Mental strain has been captured using a variety of measures,including anxiety, defined as an emotional state of perceived apprehension andincreased arousal (Spector, Dwyer & Jex,1988; Spielberger, 1966), and roleoverload, or when the expectations of work exceed the available time, resources, orpersonal capability of the employee (Dougherty & Pritchard, 1985; Rizzo, House, &Lirtzman, 1970) The demand– control model claims that job control or autonomymay buffer the influence of workload on strain, whereas the effort–rewardimbalance model states that rewards (in terms of salary, esteem reward, andsecurity/career opportunities, i.e., promotion prospects, job security, and statusconsistency) may buffer the influence of effort (extrinsic job demands and intrinsicmotivation to meet these demands) on strain (Bakker et al., 2007) Based on thistheory, Jensen et al (2013) have explored the effect of HPWS on employeeexperiences, they argued that a more detailed look at the set of practicesimplemented under HPWS may help to explain why employees and organizationsmay be experiencing HPWS somewhat differently

Outstandingly, Ramsay et al (2000) focused on employee outcomes, both asimportant factors in themselves and as intermediate variables in associationsbetween HPWS and organizational performance (Ramsay et al., 2000) In theirrecent research, Messersmith, Patel, Lepak & Gould-Williams (2011) have arguedthat a strong and significant effect linking HPWS to departmental performance andthis research provides new insights by demonstrating that the effectiveness ofHPWS is partially owed to the effect such systems have on employee attitudinalvariables such as job satisfaction, organizational commitment, and employeeempowerment, which ultimately build higher levels of organizational citizenshipbehavior (OCB) Messersmith, et al., (2011) have suggested that employeeattitudinal variables are an important element of the “black box” linking HPWS to

performance (Messersmith, et al., 2011) Motowidlo, Packard & Manning (1986)researched on occupational stress and they suggested that deleterious effects of awide variety of stressors on speed and accuracy in tracking, signal detection,verbal reasoning, sentence formation, and other kinds of verbal performance.Consequently, their model presumes that subjective stress generates anxiety,hostility, and depression which, in turn, affect components of job performance(Motowidlo et al., 1986) Based on these arguments, we hypothesize:

Hypothesis 4: Job demand will mediate the relationship between

HPWS perception and job performance

Hypothesis 5: Job stress will mediate the relationship between

HPWS perception and job performance

2.6.6 The mediating role of job demand and job stress on HPWS perception

and intention to quit

The research on the relationship between HPWS and turnover intention hasgenerally found that HPWS are negatively related to turnover intention (Jensen etal., 2013) In addition, Jensen et al., 2013 have theorized the relationship betweenHPWS and intention to quit is likely to be affected by control perceptions as well askey psychological mediators (Jensen et al., 2013) And these authors have drawn onthe stressor–strain relationship, work stressors act as triggers of negative emotions,attitudes, and cognitions, which ultimately lead to coping behaviors via emotional

or physical withdrawal (Jensen et al., 2013)

Outstandingly, the scholars have demonstrated that psychological strainmediated the relationship between stressful work and turnover intentions According

to several models of work stress (Devereux et al., 2009), it is important not only tounderstand the direct effects of stress on employee outcomes but also to identify themediating mechanisms for a more complete understanding of the stress process(Beehr & Schuler, 1982) In line with this theorizing, we propose that the stressor ofHPWS, in combination with low job control, will relate to increased job demandand job stress perceptions These perceptions, in turn, are theorized to relate toincreased coping via turnover intentions Follow Schaufeli et al (2004), there are

the relationships between engagement, burnout and job recourses, job demand and

to turnover intention The former relationship is most likely due to the fact thatdemands and resources are not independent and lacking of resources may alsoincrease demand (Schaufeli et al., 2004:311) So we posit that employees faced withjob demands that overwhelm their personal control will seek to psychologicallyseparate themselves from the demands of work by considering leaving theorganization In doing so, turnover intentions serve as a coping mechanism inresponse to job demand and job stress Based on these arguments, we hypothesize:

• Hypothesis 6: Job demand will mediate the relationship between

HPWS perception and intention to quit

• Hypothesis 7: Job stress will mediate the relationship between

HPWS perception and intention to quit

2.7 Research hypotheses

• Hypothesis 1: HPWS Execution will positively relate to HPWS Perception.

• Hypothesis 2: The relationship between HPWS execution and job demand will

be moderated by job control As job control decreases, HPWS perception willrelate to more job demand

• Hypothesis 3: The relationship between HPWS perception and job stress will be

moderated by job control As job control decreases, HPWS perception willrelate to more job stress

• Hypothesis 4: Job demand will mediate the relationship between

HPWS perception and job performance

• Hypothesis 5: Job stress will mediate the relationship between

HPWS perception and job performance

• Hypothesis 6: Job demand will mediate the relationship between

HPWS perception and intention to quit

Job Demand

Job Performance Intention to quit

• Hypothesis 7: Job stress will mediate the relationship between

HPWS perception and intention to quit

2.8 Research Model

In this section, the study maps out the development of the overall researchmodel (shown in Figure 2.2) As mentioned earlier, this research examines themechanisms through which HPWSs influence the individual job performance, andintention to quit As such, the model focuses on the key conceptual constructs,identifying the causal relationships that grow from each measure and noting thepredicted association between each measure To this end, this model covers not onlyindividual and team levels, but also the cross-level of analysis

At the individual level, the research model to investigate the influence ofperception HPWS mechanisms linking experienced HPWS and job performance,and intention to quit, and the moderating role of job control on the associationbetween HPWS perception and job demand, and job stress

At cross - level, it begins with the key construct of HPWS execution and HPWSperception, the researcher explores job demand mediates the relationship betweenHPWS perception and job performance, and job stress will mediate the relationshipbetween HPWS perception and job performance, and job demand mediates therelationshipbetween HPWS perception and intention to quit, and job stress willmediate the relationship between HPWS perception and intention to quit Figure 2.2displays the conceptual model

H4, H6H5, H7H1