A Review of Research on the Impact of High-Performance Work System on Employee Job Performance

Wanyu Yin

doi:10.54097/hbem.v8i.7247

Authors

Wanyu Yin

DOI:

https://doi.org/10.54097/hbem.v8i.7247

Keywords:

High-performance work system; employee performance; resource-based theory; social exchange theory.

Abstract

With the increasingly fierce market competition, high-performance work system has become the focus of strategic human resource management. Previous research has mainly focused on exploring whether high-performance work systems can actually improve organizational performance, while, employee performance, as a proximal human resource result, has a more direct and definite relationship with high-performance work systems, and is a key variable linking the relationship between high-performance work systems and organizational performance. Through combing and analyzing the previous literature, this paper summarizes the research mechanism of high-performance work systems on employee job performance, reviews the previous research, and puts forward suggestions for future research directions, in order to provide useful references for the research on high-performance work system and employee job performance.

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