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The Relationship between High Performance Work System and Continuance Commitment to Change: An Economic Exchange Perspective

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  • Aqsa Akbar, Muhammad Amir Rashid, Omer Farooq

    (COMSATS Institute of Information Technology, Lahore Campus)

Abstract

In response to recently announced privatization of Public sector banks of Pakistan, the current study attempts to investigate the impact of perceived high performance work systems on commitment to change along with its interlinking mechanisms. A total of 1000 full-time employees were surveyed through self-administered questionnaires during August-December 2017. Out of 670 returned questionnaires, 591 completed questionnaires were analyzed. Goodness of the measures was tested by employing Confirmatory Factor Analysis. Proposed Hypotheses were tested through Structural Model in AMOS. The data largely substantiated by our theoretical framework. The findings revealed that the perceptions of economic exchange fully mediate the relation between HPWS and continuance commitment to change. Finally, theoretical and managerial implications are discussed, highlighting the issues that must be focused during chaotic nature of large-scale implementation of change initiatives in public sector.

Suggested Citation

  • Aqsa Akbar, Muhammad Amir Rashid, Omer Farooq, 2018. "The Relationship between High Performance Work System and Continuance Commitment to Change: An Economic Exchange Perspective," Journal of Management Sciences, Geist Science, Iqra University, Faculty of Business Administration, vol. 5(1), pages 3-17, March.
    • Handle: RePEc:gei:journl:v:5:y:2018:i:1:p:3-17
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    References listed on IDEAS

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    1. Na Mao & Heyi Song & Ying Han, 2013. "High-performance work systems and influence processes on employees’ attitudes," International Journal of Manpower, Emerald Group Publishing Limited, vol. 34(7), pages 736-752, November.
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    3. John Paul Macduffie, 1995. "Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry," ILR Review, Cornell University, ILR School, vol. 48(2), pages 197-221, January.
    4. Bill Harley & Leisa Sargent & Belinda Allen, 2010. "Employee responses to ‘high performance work system’ practices: an empirical test of the disciplined worker thesis," Work, Employment & Society, British Sociological Association, vol. 24(4), pages 740-760, December.
    5. Julian Gould-Williams & Fiona Davies, 2005. "Using social exchange theory to predict the effects of hrm practice on employee outcomes," Public Management Review, Taylor & Francis Journals, vol. 7(1), pages 1-24, March.
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    Cited by:

    1. Muhammad Umar Shahzad, 2018. "Organizational Context Factors Influencing Procedural Justice in Performance Management System: A Research Framework," Journal of Management Sciences, Geist Science, Iqra University, Faculty of Business Administration, vol. 5(2), pages 64-85, October.
    2. Shakeel Sarwar, Jawad Iqbal, 2020. "Framework Development of High Performance Work Systems (HPWSs) and Faculty Productivity: A Qualitative Approach," Journal of Management Sciences, Geist Science, Iqra University, Faculty of Business Administration, vol. 7(1), pages 1-13, March.

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