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The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

Author

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  • Rentao Miao

    (School of Labor Economics, Capital University of Economics and Business, Beijing 100070, China)

  • Lu Lu

    (School of Labor Economics, Capital University of Economics and Business, Beijing 100070, China)

  • Yi Cao

    (School of Psychological and Cognitive Sciences, Peking University, Beijing 100871, China)

  • Qing Du

    (School of Foreign Studies, Capital University of Economics and Business, Beijing 100070, China)

Abstract

In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR (Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.

Suggested Citation

  • Rentao Miao & Lu Lu & Yi Cao & Qing Du, 2020. "The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety," IJERPH, MDPI, vol. 17(4), pages 1-17, February.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:4:p:1150-:d:319825
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    References listed on IDEAS

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    1. Rentao Miao & Yi Cao, 2019. "High-Performance Work System, Work Well-Being, and Employee Creativity: Cross-Level Moderating Role of Transformational Leadership," IJERPH, MDPI, vol. 16(9), pages 1-24, May.
    2. Escribá-Carda, Naiara & Balbastre-Benavent, Francisco & Teresa Canet-Giner, M., 2017. "Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning," European Management Journal, Elsevier, vol. 35(2), pages 273-281.
    3. Stan De Spiegelaere & Geert Van Hootegem & Guy Van Gyes, 2012. "Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees," Journal of Entrepreneurship, Management and Innovation, Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione", vol. 8(4), pages 5-20.
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    Cited by:

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    2. Chung-Jen Wang & I-Hsiu Yang, 2021. "Why and How Does Empowering Leadership Promote Proactive Work Behavior? An Examination with a Serial Mediation Model among Hotel Employees," IJERPH, MDPI, vol. 18(5), pages 1-18, March.
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    5. Zargham Ullah Khan & Muhammad Bilal Ahmad & Fatima Shaukat & Munawar Kashif, 2024. "Role of High-Performance Human Resource Practices and Employee Innovative Behavior in the Implementation of Digital Transformation: A Case of Pakistan’s IT Sector," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 13(1), pages 521-526.
    6. Hui-Chun Chan & Kuo-Ming Chu, 2024. "A Multilevel Perspective on High-Performance Work System, Mindfulness, Employee Work Well-Being, and Employee Creative Engagement," SAGE Open, , vol. 14(2), pages 21582440241, April.
    7. Hitmi Khalifa Alhitmi & Syed Haider Ali Shah & Rabia Kishwer & Nida Aman & Mochammad Fahlevi & Mohammed Aljuaid & Petra Heidler, 2023. "Marketing from Leadership to Innovation: A Mediated Moderation Model Investigating How Transformational Leadership Impacts Employees’ Innovative Behavior," Sustainability, MDPI, vol. 15(22), pages 1-22, November.

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