THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES

Abstract

Drawing on emerging multilevel theorizing in human resources management, we tested a multilevel model of high‐performance work systems (HPWS), using data obtained from 324 managers and 522 employees in 76 Japanese establishments. Results from cross‐level analyses indicated that the relationships between establishment‐level HPWS and employee job satisfaction and affective commitment were fully mediated by establishment‐level concern for employees climate. These results shed new light on the mechanisms through which HPWS impacts employee outcomes and serve to bridge between macro and micro perspectives of human resource management. The research and practice implications of the findings are discussed.