{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/44790"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/44790","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The relationship between high performance work systems and firm performance: examining causal order and the moderating roles of HR staff-employee interaction","abstract":"The current dissertation study examines causal directions between High Performance Work Systems (HPWSs) and firm performance, and the roles played by HR Staff-employee interactions in implementation processes of HPWSs, in two separate but interrelated studies. In the field of strategic human resource management, extensive research efforts have been exerted in examination of the relationship between HPWSs and firm performance, returning only evidence of positive associations between them, but the causal directions of the positive associations have not been revealed. Thus, the first study of the current dissertation focuses on investigating the unrevealed causal mechanisms in HPWSs-firm performance relationship. The current study proposed reciprocal causality between HPWSs and firm performance, and then examined the causal directions with two waves of panel data collected from 225 South Korean firms in various industries, by utilizing a cross-lagged effect model. The findings showed that HPWSs and productivity resulted in each other, simultaneously. However, only HPWSs resulted in ROS and ROE without reversed causations. Further, no causal direction was found from the analyses with ROA. In addition, the current study also proposed and examined a moderating role played by the prior level of HPWS utilization in the causal relationship between the prior firm performance and HPWS utilization, but the result did not support the moderation. In addition to the causal directions in HPWSs-firm performance relationship, the conditions for effective implementation of HPWSs were mostly unrevealed. Thus, the second study of the current dissertation focused on implementation processes of HPWS. The current study proposed the moderating roles played by HR staff-employee communication, employee perception of HR staff as strategic partners, and employee perception of HR staff as change agents in HPWSs-firm performance relationship, and, then, examined the moderating effects with two waves of panel data collected through management survey and employee survey from 176 South Korean firms in various industries. The results of the study showed that the proposed moderators, which were found to be highly inter-correlated, moderated HPWSs-productivity relationship and HPWSs-ROS relationship in positive ways, as one moderating factor. In addition, the current study also found causal relationship between HPWSs and the moderating factor.","abstract_html":"The current dissertation study examines causal directions between High Performance Work Systems (HPWSs) and firm performance, and the roles played by HR Staff-employee interactions in implementation processes of HPWSs, in two separate but interrelated studies. In the field of strategic human resource management, extensive research efforts have been exerted in examination of the relationship between HPWSs and firm performance, returning only evidence of positive associations between them, but the causal directions of the positive associations have not been revealed. Thus, the first study of the current dissertation focuses on investigating the unrevealed causal mechanisms in HPWSs-firm performance relationship. The current study proposed reciprocal causality between HPWSs and firm performance, and then examined the causal directions with two waves of panel data collected from 225 South Korean firms in various industries, by utilizing a cross-lagged effect model. The findings showed that HPWSs and productivity resulted in each other, simultaneously. However, only HPWSs resulted in ROS and ROE without reversed causations. Further, no causal direction was found from the analyses with ROA. In addition, the current study also proposed and examined a moderating role played by the prior level of HPWS utilization in the causal relationship between the prior firm performance and HPWS utilization, but the result did not support the moderation. In addition to the causal directions in HPWSs-firm performance relationship, the conditions for effective implementation of HPWSs were mostly unrevealed. Thus, the second study of the current dissertation focused on implementation processes of HPWS. The current study proposed the moderating roles played by HR staff-employee communication, employee perception of HR staff as strategic partners, and employee perception of HR staff as change agents in HPWSs-firm performance relationship, and, then, examined the moderating effects with two waves of panel data collected through management survey and employee survey from 176 South Korean firms in various industries. The results of the study showed that the proposed moderators, which were found to be highly inter-correlated, moderated HPWSs-productivity relationship and HPWSs-ROS relationship in positive ways, as one moderating factor. In addition, the current study also found causal relationship between HPWSs and the moderating factor.","abstract_has_math":false,"creators":["Lew, Joon Yeol"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Human Res & Industrial Rels","degree_department":null,"school":null,"contributors":["Lawler, John J.","Aguilera, Ruth V.","Avgar, Ariel","Shin, Taekjin"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2013,"date_issued":"2013-05-28T19:19:59Z","date_published":"2013-05-28T19:19:59Z","updated_at":"2026-07-22T22:25:34Z","subjects":["High Performance Work Systems","Firm Performance","Causal Order","Human Resources Strategy Implementation","Human Resources Staff-Employee Interaction","Reciprocal Effects"],"languages":["en"],"rights":["Copyright 2013 Joon Yeol Lew"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/2142/44790","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Lawler, John J.","Aguilera, Ruth V.","Avgar, Ariel","Shin, Taekjin"]},{"key":"dc:creator","label":"Author","values":["Lew, Joon Yeol"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2013-05-28T19:19:59Z","2015-05-28T10:02:04Z","2013-05"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Human Res & Industrial Rels"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["High Performance Work Systems","Firm Performance","Causal Order","Human Resources Strategy Implementation","Human Resources Staff-Employee Interaction","Reciprocal Effects"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["en"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 2013 Joon Yeol Lew"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/44790"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["The current dissertation study examines causal directions between High Performance Work Systems (HPWSs) and firm performance, and the roles played by HR Staff-employee interactions in implementation processes of HPWSs, in two separate but interrelated studies. In the field of strategic human resource management, extensive research efforts have been exerted in examination of the relationship between HPWSs and firm performance, returning only evidence of positive associations between them, but the causal directions of the positive associations have not been revealed. Thus, the first study of the current dissertation focuses on investigating the unrevealed causal mechanisms in HPWSs-firm performance relationship. The current study proposed reciprocal causality between HPWSs and firm performance, and then examined the causal directions with two waves of panel data collected from 225 South Korean firms in various industries, by utilizing a cross-lagged effect model. The findings showed that HPWSs and productivity resulted in each other, simultaneously. However, only HPWSs resulted in ROS and ROE without reversed causations. Further, no causal direction was found from the analyses with ROA. In addition, the current study also proposed and examined a moderating role played by the prior level of HPWS utilization in the causal relationship between the prior firm performance and HPWS utilization, but the result did not support the moderation. In addition to the causal directions in HPWSs-firm performance relationship, the conditions for effective implementation of HPWSs were mostly unrevealed. Thus, the second study of the current dissertation focused on implementation processes of HPWS. The current study proposed the moderating roles played by HR staff-employee communication, employee perception of HR staff as strategic partners, and employee perception of HR staff as change agents in HPWSs-firm performance relationship, and, then, examined the moderating effects with two waves of panel data collected through management survey and employee survey from 176 South Korean firms in various industries. The results of the study showed that the proposed moderators, which were found to be highly inter-correlated, moderated HPWSs-productivity relationship and HPWSs-ROS relationship in positive ways, as one moderating factor. In addition, the current study also found causal relationship between HPWSs and the moderating factor.","Item withdrawn by Mark Zulauf (zulauf@illinois.edu) on 2013-04-16T17:44:36Z Item was in collections: University of Illinois Theses & Dissertations (ID: 1) No. of bitstreams: 1 Lew_JoonYeol.pdf: 666939 bytes, checksum: 7d88d2693dc670949baf13f1e6445667 (MD5)","Made available in DSpace on 2013-05-28T19:19:59Z (GMT). No. of bitstreams: 2 Joon Yeol_Lew.pdf: 666973 bytes, checksum: ca67a9d2aff5e5aad203916c222d51e3 (MD5) license.txt: 4059 bytes, checksum: ad4774f7f9fe49117d471a8600d058f1 (MD5)","Item marked as restricted to the 'Administrator' Group (id=1) by Seth Robbins (srobbins@illinois.edu) on 2013-05-28T19:21:53Z Item is restricted until 2015-05-28T19:21:22Z","Restriction data tranferred 2014-07-01T11:17:05-05:00 Original Data Group with Access Administrator Release Date: 2015-05-28 14:21:22 UTC Reason: Author requested closed access (OA after 2yrs) in Vireo ETD system","Limited Restriction Lifted for Item 44765 on 2015-05-28T10:02:04Z."]},{"key":"dc:title","label":"Title","values":["The relationship between high performance work systems and firm performance: examining causal order and the moderating roles of HR staff-employee interaction"]}]}],"canonical_facts":{"dc:contributor":["Lawler, John J.","Aguilera, Ruth V.","Avgar, Ariel","Shin, Taekjin"],"dc:creator":["Lew, Joon Yeol"],"dc:date":["2013-05-28T19:19:59Z","2015-05-28T10:02:04Z","2013-05"],"dc:description":["The current dissertation study examines causal directions between High Performance Work Systems (HPWSs) and firm performance, and the roles played by HR Staff-employee interactions in implementation processes of HPWSs, in two separate but interrelated studies. In the field of strategic human resource management, extensive research efforts have been exerted in examination of the relationship between HPWSs and firm performance, returning only evidence of positive associations between them, but the causal directions of the positive associations have not been revealed. Thus, the first study of the current dissertation focuses on investigating the unrevealed causal mechanisms in HPWSs-firm performance relationship. The current study proposed reciprocal causality between HPWSs and firm performance, and then examined the causal directions with two waves of panel data collected from 225 South Korean firms in various industries, by utilizing a cross-lagged effect model. The findings showed that HPWSs and productivity resulted in each other, simultaneously. However, only HPWSs resulted in ROS and ROE without reversed causations. Further, no causal direction was found from the analyses with ROA. In addition, the current study also proposed and examined a moderating role played by the prior level of HPWS utilization in the causal relationship between the prior firm performance and HPWS utilization, but the result did not support the moderation. In addition to the causal directions in HPWSs-firm performance relationship, the conditions for effective implementation of HPWSs were mostly unrevealed. Thus, the second study of the current dissertation focused on implementation processes of HPWS. The current study proposed the moderating roles played by HR staff-employee communication, employee perception of HR staff as strategic partners, and employee perception of HR staff as change agents in HPWSs-firm performance relationship, and, then, examined the moderating effects with two waves of panel data collected through management survey and employee survey from 176 South Korean firms in various industries. The results of the study showed that the proposed moderators, which were found to be highly inter-correlated, moderated HPWSs-productivity relationship and HPWSs-ROS relationship in positive ways, as one moderating factor. In addition, the current study also found causal relationship between HPWSs and the moderating factor.","Item withdrawn by Mark Zulauf (zulauf@illinois.edu) on 2013-04-16T17:44:36Z Item was in collections: University of Illinois Theses & Dissertations (ID: 1) No. of bitstreams: 1 Lew_JoonYeol.pdf: 666939 bytes, checksum: 7d88d2693dc670949baf13f1e6445667 (MD5)","Made available in DSpace on 2013-05-28T19:19:59Z (GMT). No. of bitstreams: 2 Joon Yeol_Lew.pdf: 666973 bytes, checksum: ca67a9d2aff5e5aad203916c222d51e3 (MD5) license.txt: 4059 bytes, checksum: ad4774f7f9fe49117d471a8600d058f1 (MD5)","Item marked as restricted to the 'Administrator' Group (id=1) by Seth Robbins (srobbins@illinois.edu) on 2013-05-28T19:21:53Z Item is restricted until 2015-05-28T19:21:22Z","Restriction data tranferred 2014-07-01T11:17:05-05:00 Original Data Group with Access Administrator Release Date: 2015-05-28 14:21:22 UTC Reason: Author requested closed access (OA after 2yrs) in Vireo ETD system","Limited Restriction Lifted for Item 44765 on 2015-05-28T10:02:04Z."],"dc:identifier":["http://hdl.handle.net/2142/44790"],"dc:language":["en"],"dc:rights":["Copyright 2013 Joon Yeol Lew"],"dc:subject":["High Performance Work Systems","Firm Performance","Causal Order","Human Resources Strategy Implementation","Human Resources Staff-Employee Interaction","Reciprocal Effects"],"dc:title":["The relationship between high performance work systems and firm performance: examining causal order and the moderating roles of HR staff-employee interaction"],"dc:type":["text"],"thesis:degree_discipline":["Human Res & Industrial Rels"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:25:34Z"}