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The impact of high-performance work systems on firm performance: The moderating effects of the human resource function’s influence

Published online by Cambridge University Press:  28 September 2015

Dae Yong Jeong  and
Myungweon Choi
Dae Yong Jeong
Affiliation:
Department of Business Administration, Ajou University, Yeongtong-gu, Suwon-si, Gyeonggi-do, South Korea
Myungweon Choi*
Affiliation:
Department of Business Administration, Ajou University, Yeongtong-gu, Suwon-si, Gyeonggi-do, South Korea
*
Corresponding author: mwchoi@ajou.ac.kr
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Abstract

With data collected from 632 manufacturing firms in South Korea, we investigated (1) the relationship between high-performance work systems (HPWSs) and firm performance, and (2) the moderating effect of the human resource (HR) function’s influence on the relationship between HPWSs and firm performance. Our findings showed the existence of both the main effect of HPWSs, supporting the universalistic perspective, and the moderating effect of the HR function’s influence, supporting the contingency perspective. Based on the findings, we concluded that HPWSs can be regarded as universal or best practices; at the same time, the presence of an influential HR function may intensify the effect of HPWSs on firm performance. This study contributes to the debate over the respective merits of the universalistic and contingency perspectives by showing that the two perspectives are not necessarily incompatible; rather, they can be complementary.

Keywords

high-performance work systemsthe influence of the HR functionstrategic human resource management
Type
Research Article
Information
Journal of Management & Organization , Volume 22 , Issue 3 , May 2016 , pp. 328 - 348
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2015 

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