The Impact of Supervisory Support for High- Performance Human Resource Practices on Employee In-Role, Extra-role and Counterproductive Behaviors

摘要

Considerable empirical support exists showing that high-performance work systems positively affect organizational outcomes (Becker and Huselid, 1998). Past studies have associated high-performance work practices with enhanced firm productivity (Lepak et al., 2006), higher worker productivity (Applebaum et at., 2000), and reduced employee turnover (Wright and McMahan, 1992). In addition to these advantageous organizational results, high-performance work systems have- also been connected to augmented levels of employee engagement, organizational commitment, and trust (Kehoe and Wright, 2013). Yet, very little research has been carried out to examine how a divergence of support by a supervisor for the implementation of high-performance work systems affects employee perceptions and accompanying behavioral responses. This study sought to fill this research void.