This Article Full Text (PDF) All Versions of this Article: 0149206308331097v1 35/5/1228    most recent References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Scopus Google Scholar Articles by Wu, P.-C. Articles by Chaturvedi, S. Social Bookmarking                         What's this?

The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective

Department of Management & Organisation, NUS Business School, National University of Singapore, Singapore, bizwupc{at}nus.edu.sg

Sankalp Chaturvedi

Imperial College Business School, Department of Organisation and Management, Imperial College London, UK

This study examines the role of procedural justice and power distance in the relationship between high-performance work systems (HPWSs) and employee attitudes (affective commitment and job satisfaction). The study tests the mediating role of procedural justice on the relationships between HPWS and employee attitudes and the moderating role of power distance in this relationship. The results, based on a sample of 1,383 employees across 23 firms from three countries, indicate that HPWS is strongly related to employee attitudes. The results also indicate that procedural justice mediates the influence of HPWS on employee attitudes.

Key Words: high-performance work system • procedural justice • power distance • employee attitudes

This version was published on October 1, 2009

Journal of Management, Vol. 35, No. 5, 1228-1247 (2009)
DOI: 10.1177/0149206308331097


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?