The effects of high-performance work systems on hospital employees' work attitudes and intention to leave: a multi-level and occupational group analysis

Abstract

Using a multi-level analysis of a sample of 193 employees matched to 58 managers in a regional Australian hospital, this paper examines the effects of management and employee perceptions of high-performance work systems (HPWS) on HR outcomes. These relationships are examined across four distinct occupational groups. The findings suggest that only when management's implementation of HPWS is similar to employees' espoused HR practices that HPWS are translated into greater engagement, job satisfaction, affective commitment and less intention to leave. The results have implications for the management of employees in the healthcare sector and the implementation of HPWS for different occupations within an organisation.