Is there internal fit among ability-, motivation-, and opportunity-enhancing HR practices? Evidence from South Korea
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Is there internal fit among ability‑, motivation‑, and opportunity‑enhancing HR practices? Evidence from South Korea Goo Hyeok Chung1 · Jongwook Pak2 Received: 22 November 2019 / Accepted: 7 September 2020 © Springer-Verlag GmbH Germany, part of Springer Nature 2020
Abstract Recently, the traditional approach to high-performance work systems (HPWS) research has been questioned, primarily in regard to the following two areas: (1) its organizational-level measure cannot capture variability within organizations, and (2) its utilization of the summation index is predicated upon the individual HR practices that constitute HPWS having a synergistic impact on important outcomes. Despite the prevalence of this approach, empirical studies on the internal fit premise in the context of HRM are startlingly rare. Furthermore, the existing research has often reported mixed results. Herein, our study attempts to replicate recent developments by categorizing employee-rated HPWS along three subdimensions: ability-, motivation-, and opportunity-enhancing HR practices. Next, we conduct two different tests; namely, additive and interactive models, to predict individual performance. The results of the hierarchical linear modeling (HLM) demonstrate general support for the additive model. Most conspicuously, we find that motivation-enhancing HR practices negatively moderate the relationships between the other two dimensions and the outcomes. Only the interaction of ability- and opportunity-enhancing HR practices positively influences individual performance. Based upon the findings of the current research, we argue that the internal fit assumption should be viewed more cautiously and understood in the broader context wherein HPWS operate. Keywords Ability-enhancing HR practices · Motivation-enhancing HR practices · Opportunity-enhancing HR practices · Individual performance · Internal fit
* Jongwook Pak [email protected] Goo Hyeok Chung [email protected] 1
Dongguk Business School, Dongguk University-Seoul, 30, Pildong‑ro 1‑gil, Jung‑gu, Seoul 04620, South Korea
2
Trinity Business School, Trinity College Dublin, Dublin 2, Ireland
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Vol.:(0123456789)
G. H. Chung, J. Pak
JEL classification M12
1 Introduction The current study attempts to replicate the relationships between experienced HR practices and individual performance using a sample drawn from South Korean manufacturers. Recent studies on high-performance work systems (HPWS) have often diverged from the traditional research approach (e.g., Huselid 1995) by examining either employee perceptions of HPWS and their impact on various levelspecific outcomes (e.g., Chang et al. 2020; Kehoe and Wright 2013) or differential effects of HPWS as multidimensional constructs (e.g., Gardner et al. 2011; Jiang et al. 2012). The former recognizes that individual employees tend to have a distinct understanding of their actual HR experiences and that such an interpretation pattern should be an important mediating mechanism through which strategically adopted HR practices impact expected
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