From high-performance work systems to retention: the engagement, proactivity, and performance bridge
Keywords:
High-performance work system, job engagement, employee proactive behavior, employee performance, employee retention.
Abstract
This quantitative study explores the effects of high-performance work systems on employee retention through individual factors such as job engagement, employee proactive behavior, and employee performance. The study utilizes a sample of 279 employees employed in the healthcare sector in Saudi Arabia. For hypotheses testing, structural equational modeling was used through SmartPLS4. The findings highlight the influence of HPWS on increased employee proactive behavior, employee performance, and job engagement, resulting in increased employee retention. Additionally, a serial indirect effect of employee proactive behavior, job engagement, and employee performance was found to positively influence the relationship between high-performance work systems and employee retention. High-performance work systems can promote job engagement in Saudi organizations by offering challenging work, autonomy, skill development, and performance feedback. Engaged workers stay longer. Job engagement promotes a positive work environment and community, which increases employee retention. Employee proactive behavior also makes employees feel valued and invested in their work, which can increase retention. The study enhances current knowledge on the role of high-performance work systems in the Saudi healthcare sector considering Vision 2030 by examining the potential mediators between high-performance work systems and employee retention.
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References
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Bakker, A. B. (2017). Strategic and proactive approaches to work engagement. Organizational Dynamics Journal, 46(2), 67-75. http://dx.doi.org/10.1016/j.orgdyn.2017.04.002
Bakker, A.B., & Demerouti, E. (2014). Job demands-resources theory, in Cooper, C. and Chen, P. Wellbeing: A complete reference guide. Wiley-Blackwell, Chichester, 22(3), 37-64. https://doi.org/10.1002/9781118539415.wbwell019
Bal, P.M., & De Lange, A.H. (2015). From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multi-sample study. Journal of Occupational and Organizational Psychology, 88(1), 126-154. https://doi.org/10.1111/joop.12082
Bateman, T. S., & Crant, J. M. (1993). The proactive component of organizational behavior: A measure and correlates. Journal of Organizational Behavior, 14(2), 103-118. https://doi.org/10.1002/job.4030140202
Blau, P.M. (2017). Exchange and power in social life. 2nd Edition. New York: Routledge. https://doi.org/10.4324/9780203792643
Breevaart, K., Bakker, A. B., Demerouti, E., & Heuvel, H. M. V. (2015). "Leader-member exchange, work engagement, and job performance". Journal of Managerial Psychology, 30(7), 754-770. https://doi.org/10.1108/JMP-03-2013-0088
Chada, L., Mashavira, N., & Mathibe, M.S. (2022). The role of decent work in the Zimbabwean retail sector: Testing a job engagement and turnover intention model. SA Journal of Human Resource Management, 20(1), 03-05. https://doi.org/10.4102/sajhrm.v20i0.2029
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Diah, A. M., Hasiara, R. L. O., & Irwan, M. (2020). Employee retention of pharmaceutical firms in Indonesia: Taking investment in employee development and social and economic exchange as predictors. Systematic Reviews in Pharmacy, 11(1), 564-572. https://acortar.link/RWDwom
Diaz-Vilela, L. F., Delgado Rodríguez, N., Isla-Díaz, R., Díaz-Cabrera, D., Hernández-Fernaud, E., & Rosales-Sánchez, C. (2015). Relationships between contextual and task performance and interrater agreement: Are there any? PLOS ONE, 10(10), e0139898. https://doi.org/10.1371/journal.pone.0139898
Drake, T. J. (2012). Assessing employee engagement: A comparison of the job engagement scale and the Utrecht work engagement scale (Doctoral dissertation), Colorado State University.
Egan, T. M., Yang, B., & Bartlett, K. R. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human Resource Development Quarterly, 15(3), 279–301. https://doi.org/10.1002/hrdq.1104
Eldor, L., Harpaz, I., & Westman, M. (2020). The work/nonwork spillover: The enrichment role of work engagement. Journal of Leadership & Organizational Studies, 27(1), 21-34, https://doi.org/10.1177/1548051816647362
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50. https://doi.org/10.1177/002224378101800104
Gannon, M., Rasoolimanesh, S. M., & Taheri, B. (2021). Assessing the mediating role of residents’ perceptions toward tourism development. Journal of Travel Research, 60(1), 149-171. https://doi.org/10.1177/0047287519890926
Hair, J. F., Howard, M. C., & Nitzl, C. (2020). Assessing measurement model quality in PLS-SEM using confirmatory composite analysis. Journal of Business Research, 109(5), 101-110. https://doi.org/10.1016/j.jbusres.2019.11.069
Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2021). Partial least squares structural equation modeling (PLS-SEM) using R, (3rd ed). Cham, Switzerland: Springer Nature. https://doi.org/10.1007/978-3-030-80519-7
Henseler, J., Dijkstra, T. K., Sarstedt, M., Ringle, C. M., Diamantopoulos, A., Straub, D. W., Ketchen, D. J., Jr., Hair, J. F., Hult, G. T. M., & Calantone, R. J. (2014). Common beliefs and reality about PLS. Organizational Research Methods, 17(2), 182-209. https://doi.org/10.1177/1094428114526928
Hobfoll, S. E., Halbesleben, J., Neveu, J. P., & Westman, M. (2018). Conservation of resources in the organizational context: The reality of resources and their consequences. Annual Review of Organizational Psychology and Organizational Behavior, 5(2), 103-128. https://doi.org/10.1146/annurev-orgpsych-032117-104640
Imran, R., & Atiya, T. M. S. (2020). The role of high-performance work system and human capital in enhancing job performance. World Journal of Entrepreneurship, Management and Sustainable Development, 16(3), 195-206. https://doi.org/10.1108/WJEMSD-09-2019-0074
Jaharuddin, N. S., & Zainol, L. N. (2019). The impact of work-life balance on job engagement and turnover intention, The South East Asian Journal of Management, 13(1), 106-118. https://doi.org/10.21002/seam.v13i1.10912
Jang, Jo., & Kim, (2020). Can employee workplace mindfulness counteract the indirect effects of customer incivility on proactive service performance through work engagement? A moderated mediation model), Journal of Hospitality Marketing and Management, 29(7), 812-829. https://doi.org/10.1080/19368623.2020.1725954
Karadas, G., & Karatepe, O. M. (2018). Unraveling the black box: The linkage between high-performance work systems and employee outcomes. Employee Relations, 41(1), 67-83. https://doi.org/10.1108/ER-04-2017-0084
Kassim, N. M. (2006). Telecommunication industry in Malaysia: Demographic effects on costumer expectations, performance, satisfaction and retention. Asia Pacific Business Review, 12(4), 437-463. http://doi.org/10.1080/13602380600571401
Khalid, K. (2020). Organizational cynicism and employee performance: The moderating effect of occupational self-efficacy in Pakistan. International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies, 11(2), 1-17. http://TuEngr.com/Vol11_2.html
Koopmans, L., Bernaards, C., Hildebrandt, V., Van Buuren, S., Van der Beek, A. J., & De Vet, H. C. (2013). Development of an individual work performance questionnaire. International Journal of Productivity and Performance Management, 62(1), 6-28. https://doi.org/10.1108/17410401311285273
Li, C., Naz, S., Khan, M. A. S., Kusi, B., & Murad, M. (2019). An empirical investigation on the relationship between a high-performance work system and employee performance: Measuring a mediation model through partial least squares–structural equation modeling. Psychology Research and Behavior Management, 12(3), 397-416. https://doi.org/10.2147/PRBM.S195533
Maden, C. (2015). Linking high involvement human resource practices to employee proactivity: The role of work engagement and learning goal orientation. Personnel Review, 44(5), 720-738. https://doi.org/10.1108/PR-01-2014-0030
Martín, B. I., Llusar, J., Bou‐Llusar, J. C., Roca‐Puig, V., & Escrig‐Tena, A. B. (2017). The relationship between high performance work systems and employee proactive behavior: Role breadth self‐efficacy and flexible role orientation as mediating mechanisms. Human Resource Management Journal, 27(3), 403-422. https://doi.org/10.1111/1748-8583.12145
Nguyen, C., & Duong, A. (2021). The impact of training and development, job satisfaction and job performance on young employee retention. International Journal of Future Generation Communication and Networking, 13(3), 373-386. https://dx.doi.org/10.2139/ssrn.3906100
Ozyilmaz, A. (2020). Hope and human capital enhance job engagement to improve workplace outcomes. Journal of Occupational and Organizational Psychology, 93(1), 187-214, https://doi.org/10.1111/joop.12289
Pak, J., & Kim, S. (2016). Team manager’s implementation, high performance work systems intensity, and performance: a multilevel investigation. Journal of Management, 44(7), 2690-2715. https://doi.org/10.1177/0149206316646829
Pandita, D., & Ray, S. (2018). Talent management and employee engagement – a meta-analysis of their impact on talent retention. Industrial and Commercial Training, 50(4), 185–199. https://doi.org/10.1108/ict-09-2017-0073
Papa, A., Dezi, L., Gregori, G.L., Mueller, J., & Miglietta, N. (2020). Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices. Journal of Knowledge Management, 24(3), 589-605. https://doi.org/10.1108/JKM-09-2017-0391
Rahman, R., & Al-Borie, H. M. (2021). Strengthening the Saudi Arabian healthcare system: Role of vision 2030. International Journal of Healthcare Management, 14(4), 1483-1491. https://doi.org/10.1080/20479700.2020.1788334
Sendawula, K., Kimuli, S. N., Bananuka, J., & Muganga, G. N. (2018). Training, employee engagement and employee performance: Evidence from Uganda’s health sector. Cogent Business & Management, 5(1), 1470891, https://doi.org/10.1080/23311975.2018.1470891
Shin, I., & Jeung, C.W. (2019). Uncovering the turnover intention of proactive employees: The mediating role of work engagement and the moderated mediating role of job autonomy. International Journal of Environmental Research and Public Health, 16(5), 843. https://doi.org/10.3390/ijerph16050843
Shmueli, G., Sarstedt, M., Hair, J. F., Cheah, J. H., Ting, H., Vaithilingam, S., & Ringle, C. M. (2019). Predictive model assessment in PLS-SEM: Guidelines for using PLSpredict. European Journal of Marketing, 53(11), 2322-2347 https://doi.org/10.1108/EJM-02-2019-0189
Singh, K. (2016). Influence of internal service quality on job performance: A Case study of royal police department. Procedia - Social and Behavioral Sciences, 22(4), 28-34. https://doi.org/10.1016/j.sbspro.2016.05.396
Sun, L. Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. The Academy of Management Journal, 50(3), 558-577. https://doi.org/10.5465/amj.2007.25525821
Syahreza, D. S., Lumbanraja, P., Dalimunthe, R. F., & Absah, Y. (2017). Compensation, employee performance, and mediating role of retention: A study of differential semantic scales. European Research Studies Journal, 20(4A), 151-159. https://doi.org/10.35808/ersj/825
Teo, S. T., Bentley, T., & Nguyen, D. (2020). Psychosocial work environment, work engagement, and employee commitment: A moderated, mediation model. International Journal of Hospitality Management, 88(1), 102415. https://doi.org/10.1016/j.ijhm.2019.102415
Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F., & Khan, M. A. S. (2020). The impact of transformational leadership on employee retention: Mediation and moderation through organizational citizenship behavior and communication. Frontiers in Psychology, 11(1), 314. https://doi.org/10.3389/fpsyg.2020.00314
Wu, C. H. (2019). Employee proactivity in organizations: An attachment perspective. Policy Press.
Zhang, J., Bal, P.M., Akhtar, M.N., Long, L., Zhang, Y., & Ma, Z., (2019). High‐performance work system and employee performance: The mediating roles of social exchange and thriving and the moderating effect of employee proactive personality. Asia Pacific Journal of Human Resources, 57(3), 369-395. https://doi.org/10.1111/1744-7941.12199
Zhu, C., Liu, A., & Chen, G. (2018). High performance work systems and corporate performance: The influence of entrepreneurial orientation and organizational learning. Frontiers of Business Research in China, 12(4), 1-22. https://doi.org/10.1186/s11782-018-0025-y
Alshery, W.B.R., & Ahmad, F.B. (2016). The impact of job satisfaction, training and leadership on performance of employees while taking role ambiguity as a moderating variable: Empirical study on public universities of KSA. International Business Management, 10(12), 2460-2473. https://acortar.link/YCmDJq
Al-Tit, A. A. (2020). The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange. International Journal of Engineering Business Management, 12(1), 1-13. https://doi.org/10.1177/1847979020947236
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 323-380. https://doi.org/10.1108/IJPPM-01-2013-0008
Arefin, M. S., Arif, I., & Raquib, M. (2015). High-performance work systems and proactive behavior: The mediating role of psychological empowerment. International Journal of Business and Management, 10(3), 132-140 https://doi.org/10.5539/ijbm.v10n3p132
Bakker, A. B. (2017). Strategic and proactive approaches to work engagement. Organizational Dynamics Journal, 46(2), 67-75. http://dx.doi.org/10.1016/j.orgdyn.2017.04.002
Bakker, A.B., & Demerouti, E. (2014). Job demands-resources theory, in Cooper, C. and Chen, P. Wellbeing: A complete reference guide. Wiley-Blackwell, Chichester, 22(3), 37-64. https://doi.org/10.1002/9781118539415.wbwell019
Bal, P.M., & De Lange, A.H. (2015). From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multi-sample study. Journal of Occupational and Organizational Psychology, 88(1), 126-154. https://doi.org/10.1111/joop.12082
Bateman, T. S., & Crant, J. M. (1993). The proactive component of organizational behavior: A measure and correlates. Journal of Organizational Behavior, 14(2), 103-118. https://doi.org/10.1002/job.4030140202
Blau, P.M. (2017). Exchange and power in social life. 2nd Edition. New York: Routledge. https://doi.org/10.4324/9780203792643
Breevaart, K., Bakker, A. B., Demerouti, E., & Heuvel, H. M. V. (2015). "Leader-member exchange, work engagement, and job performance". Journal of Managerial Psychology, 30(7), 754-770. https://doi.org/10.1108/JMP-03-2013-0088
Chada, L., Mashavira, N., & Mathibe, M.S. (2022). The role of decent work in the Zimbabwean retail sector: Testing a job engagement and turnover intention model. SA Journal of Human Resource Management, 20(1), 03-05. https://doi.org/10.4102/sajhrm.v20i0.2029
Cropanzano, R., Anthony, E. L., Daniels, S. R., & Hall, A. V. (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1), 479-516. https://doi.org/10.5465/annals.2015.0099
Das, B. L., & Baruah, M. (2013). Employee retention: A review of literature. Journal of Business and Management, 14(2), 8-16. https://doi.org/10.9790/487X-1420816
Diah, A. M., Hasiara, R. L. O., & Irwan, M. (2020). Employee retention of pharmaceutical firms in Indonesia: Taking investment in employee development and social and economic exchange as predictors. Systematic Reviews in Pharmacy, 11(1), 564-572. https://acortar.link/RWDwom
Diaz-Vilela, L. F., Delgado Rodríguez, N., Isla-Díaz, R., Díaz-Cabrera, D., Hernández-Fernaud, E., & Rosales-Sánchez, C. (2015). Relationships between contextual and task performance and interrater agreement: Are there any? PLOS ONE, 10(10), e0139898. https://doi.org/10.1371/journal.pone.0139898
Drake, T. J. (2012). Assessing employee engagement: A comparison of the job engagement scale and the Utrecht work engagement scale (Doctoral dissertation), Colorado State University.
Egan, T. M., Yang, B., & Bartlett, K. R. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human Resource Development Quarterly, 15(3), 279–301. https://doi.org/10.1002/hrdq.1104
Eldor, L., Harpaz, I., & Westman, M. (2020). The work/nonwork spillover: The enrichment role of work engagement. Journal of Leadership & Organizational Studies, 27(1), 21-34, https://doi.org/10.1177/1548051816647362
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50. https://doi.org/10.1177/002224378101800104
Gannon, M., Rasoolimanesh, S. M., & Taheri, B. (2021). Assessing the mediating role of residents’ perceptions toward tourism development. Journal of Travel Research, 60(1), 149-171. https://doi.org/10.1177/0047287519890926
Hair, J. F., Howard, M. C., & Nitzl, C. (2020). Assessing measurement model quality in PLS-SEM using confirmatory composite analysis. Journal of Business Research, 109(5), 101-110. https://doi.org/10.1016/j.jbusres.2019.11.069
Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2021). Partial least squares structural equation modeling (PLS-SEM) using R, (3rd ed). Cham, Switzerland: Springer Nature. https://doi.org/10.1007/978-3-030-80519-7
Henseler, J., Dijkstra, T. K., Sarstedt, M., Ringle, C. M., Diamantopoulos, A., Straub, D. W., Ketchen, D. J., Jr., Hair, J. F., Hult, G. T. M., & Calantone, R. J. (2014). Common beliefs and reality about PLS. Organizational Research Methods, 17(2), 182-209. https://doi.org/10.1177/1094428114526928
Hobfoll, S. E., Halbesleben, J., Neveu, J. P., & Westman, M. (2018). Conservation of resources in the organizational context: The reality of resources and their consequences. Annual Review of Organizational Psychology and Organizational Behavior, 5(2), 103-128. https://doi.org/10.1146/annurev-orgpsych-032117-104640
Imran, R., & Atiya, T. M. S. (2020). The role of high-performance work system and human capital in enhancing job performance. World Journal of Entrepreneurship, Management and Sustainable Development, 16(3), 195-206. https://doi.org/10.1108/WJEMSD-09-2019-0074
Jaharuddin, N. S., & Zainol, L. N. (2019). The impact of work-life balance on job engagement and turnover intention, The South East Asian Journal of Management, 13(1), 106-118. https://doi.org/10.21002/seam.v13i1.10912
Jang, Jo., & Kim, (2020). Can employee workplace mindfulness counteract the indirect effects of customer incivility on proactive service performance through work engagement? A moderated mediation model), Journal of Hospitality Marketing and Management, 29(7), 812-829. https://doi.org/10.1080/19368623.2020.1725954
Karadas, G., & Karatepe, O. M. (2018). Unraveling the black box: The linkage between high-performance work systems and employee outcomes. Employee Relations, 41(1), 67-83. https://doi.org/10.1108/ER-04-2017-0084
Kassim, N. M. (2006). Telecommunication industry in Malaysia: Demographic effects on costumer expectations, performance, satisfaction and retention. Asia Pacific Business Review, 12(4), 437-463. http://doi.org/10.1080/13602380600571401
Khalid, K. (2020). Organizational cynicism and employee performance: The moderating effect of occupational self-efficacy in Pakistan. International Transaction Journal of Engineering, Management, & Applied Sciences & Technologies, 11(2), 1-17. http://TuEngr.com/Vol11_2.html
Koopmans, L., Bernaards, C., Hildebrandt, V., Van Buuren, S., Van der Beek, A. J., & De Vet, H. C. (2013). Development of an individual work performance questionnaire. International Journal of Productivity and Performance Management, 62(1), 6-28. https://doi.org/10.1108/17410401311285273
Li, C., Naz, S., Khan, M. A. S., Kusi, B., & Murad, M. (2019). An empirical investigation on the relationship between a high-performance work system and employee performance: Measuring a mediation model through partial least squares–structural equation modeling. Psychology Research and Behavior Management, 12(3), 397-416. https://doi.org/10.2147/PRBM.S195533
Maden, C. (2015). Linking high involvement human resource practices to employee proactivity: The role of work engagement and learning goal orientation. Personnel Review, 44(5), 720-738. https://doi.org/10.1108/PR-01-2014-0030
Martín, B. I., Llusar, J., Bou‐Llusar, J. C., Roca‐Puig, V., & Escrig‐Tena, A. B. (2017). The relationship between high performance work systems and employee proactive behavior: Role breadth self‐efficacy and flexible role orientation as mediating mechanisms. Human Resource Management Journal, 27(3), 403-422. https://doi.org/10.1111/1748-8583.12145
Nguyen, C., & Duong, A. (2021). The impact of training and development, job satisfaction and job performance on young employee retention. International Journal of Future Generation Communication and Networking, 13(3), 373-386. https://dx.doi.org/10.2139/ssrn.3906100
Ozyilmaz, A. (2020). Hope and human capital enhance job engagement to improve workplace outcomes. Journal of Occupational and Organizational Psychology, 93(1), 187-214, https://doi.org/10.1111/joop.12289
Pak, J., & Kim, S. (2016). Team manager’s implementation, high performance work systems intensity, and performance: a multilevel investigation. Journal of Management, 44(7), 2690-2715. https://doi.org/10.1177/0149206316646829
Pandita, D., & Ray, S. (2018). Talent management and employee engagement – a meta-analysis of their impact on talent retention. Industrial and Commercial Training, 50(4), 185–199. https://doi.org/10.1108/ict-09-2017-0073
Papa, A., Dezi, L., Gregori, G.L., Mueller, J., & Miglietta, N. (2020). Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices. Journal of Knowledge Management, 24(3), 589-605. https://doi.org/10.1108/JKM-09-2017-0391
Rahman, R., & Al-Borie, H. M. (2021). Strengthening the Saudi Arabian healthcare system: Role of vision 2030. International Journal of Healthcare Management, 14(4), 1483-1491. https://doi.org/10.1080/20479700.2020.1788334
Sendawula, K., Kimuli, S. N., Bananuka, J., & Muganga, G. N. (2018). Training, employee engagement and employee performance: Evidence from Uganda’s health sector. Cogent Business & Management, 5(1), 1470891, https://doi.org/10.1080/23311975.2018.1470891
Shin, I., & Jeung, C.W. (2019). Uncovering the turnover intention of proactive employees: The mediating role of work engagement and the moderated mediating role of job autonomy. International Journal of Environmental Research and Public Health, 16(5), 843. https://doi.org/10.3390/ijerph16050843
Shmueli, G., Sarstedt, M., Hair, J. F., Cheah, J. H., Ting, H., Vaithilingam, S., & Ringle, C. M. (2019). Predictive model assessment in PLS-SEM: Guidelines for using PLSpredict. European Journal of Marketing, 53(11), 2322-2347 https://doi.org/10.1108/EJM-02-2019-0189
Singh, K. (2016). Influence of internal service quality on job performance: A Case study of royal police department. Procedia - Social and Behavioral Sciences, 22(4), 28-34. https://doi.org/10.1016/j.sbspro.2016.05.396
Sun, L. Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. The Academy of Management Journal, 50(3), 558-577. https://doi.org/10.5465/amj.2007.25525821
Syahreza, D. S., Lumbanraja, P., Dalimunthe, R. F., & Absah, Y. (2017). Compensation, employee performance, and mediating role of retention: A study of differential semantic scales. European Research Studies Journal, 20(4A), 151-159. https://doi.org/10.35808/ersj/825
Teo, S. T., Bentley, T., & Nguyen, D. (2020). Psychosocial work environment, work engagement, and employee commitment: A moderated, mediation model. International Journal of Hospitality Management, 88(1), 102415. https://doi.org/10.1016/j.ijhm.2019.102415
Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F., & Khan, M. A. S. (2020). The impact of transformational leadership on employee retention: Mediation and moderation through organizational citizenship behavior and communication. Frontiers in Psychology, 11(1), 314. https://doi.org/10.3389/fpsyg.2020.00314
Wu, C. H. (2019). Employee proactivity in organizations: An attachment perspective. Policy Press.
Zhang, J., Bal, P.M., Akhtar, M.N., Long, L., Zhang, Y., & Ma, Z., (2019). High‐performance work system and employee performance: The mediating roles of social exchange and thriving and the moderating effect of employee proactive personality. Asia Pacific Journal of Human Resources, 57(3), 369-395. https://doi.org/10.1111/1744-7941.12199
Zhu, C., Liu, A., & Chen, G. (2018). High performance work systems and corporate performance: The influence of entrepreneurial orientation and organizational learning. Frontiers of Business Research in China, 12(4), 1-22. https://doi.org/10.1186/s11782-018-0025-y
Published
2024-01-30
How to Cite
Khalid, K., & Boraji, A. J. (2024). From high-performance work systems to retention: the engagement, proactivity, and performance bridge. Amazonia Investiga, 13(73), 318-330. https://doi.org/10.34069/AI/2024.73.01.27
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