earticle

영어

Most studies of SHRM have focused on testing the relationship between high performance work systems(HPWSs) and performances, and most have found a positive relationship between HPWSs and organizational performance. Some studies have argued that examining the mechanism of this relationship is critical to developing theory. The purpose of this paper is to examine the relationship between high HPWSs and the organization's performance. Also, it attempts to show the moderating effects of organizational culture in the HPWSs-organization's performance link. Prior studies have found a positive effect of HPWS on firm performance. Drawing on the AMO model, we hypothesized that three modes of HR systems differently contribute to organizational performances(sales, job satisfaction). Also, based on the prediction from CVF model, we expected the moderating role of organizational culture in relation to the HPWSs and organizational performance. To test the effects, we used HCCP data collected by the Korea Human Resources Development Institute Survey. HR managers were questioned on HRM practices and employees on job satisfaction and organizational culture. This study employed the 4th data for HR systems collected in 2011 and the 5th data for organizational performance collected in 2013. The result of the present study supported the hypothesized moderating effect of organizational culture in the HPWSs-performance relationship. Specifically, the result showed that motivation enhancing HR system and opportunity enhancing HR system were significant factors of organizational performance. Also, we could find some supporting evidences for moderating effect of organizational culture in HPWSs on performances. This paper highlights the importance of organization’s context in utilizing HR systems. The model we propose provides implication of the relationship between HPWSs and organizational performance by specifying how HPWSs influence the organizational context. This study offers critical insight into the mechanism of the HPWSs research field. From a theoretical perspective, this study emphasize the need to take the situational factors in organizations (i.e., culture) into SHRM literatures. Specifically, the result of the study suggests that organizational culture can influence the relationship between HPWSs and performance in significant degrees, thus provides a rationale to introduce organizational situational variables to SHRM studies. In practical senses, the result of the study can offer insights to the organizations which manage diverse arrays of HR systems. Also, the study highlights the importance of organizational culture in implementing HR practices. Limitations of this study are described in terms of reverse causality, sample representativeness, and measurement issues.