High Performance Work System, Employee-Organization Relationship And Organizational Citizenship Behavior

High Performance Work System is first proposed by Huselid in 1995, it refers to "a series of practice and policy with high degree of unity aimed at serving the organization strategies", which can bring in significant improvement in organization performance. Many scholars have studied the dimensions and content of HPWS. One of the most noted model is "AOM" proposed by Appelbaum (2000), which divide HPWS into three parts of employee ability, motivation and opportunity to participate. However, Bamberger and Meshoulam put forward another theory, thought Appraisal and Rewards, Stable Employment and Employee Participation are the three subsystem of HPWS.As an important relationship, it has been widely confirmed that the employee-organization relationship is positively connected to organization performance (Jacqueline A-M.& Coyle-Shapiro,2002; Hui Wang, Kenneth S. Law, 2005). According to Blau (1964), the employee-organization relationship can be described as an exchange relationship, which consists of Economic Exchange and Social Exchange. These two kinds of exchange relationship can affect employees and organization differently. Based on the theory, this paper attempts to study the relationship between HPWS and OCB in the perspective of employee-organization exchange relationship. We try to clarity the following questions, what are the mechanisms between specific dimensions of HPWS and OCB? Are there any other factors that would affect the connection among HPWS, employee-organization exchange relationship and OCB? Two different kind of justice, distributive justice and procedural justice, would they have moderate effect on the mechanism?Based on data from 132 enterprises in Jiangsu Province, this research finds out that economic exchange plays a partial intermediary role between Stable Employment and organizational citizenship behavior (OCB). It also finds out that social exchange plays a full intermediary role in the same relation and a partial intermediary role between Employee Participation and OCB. Different from the assumption, the intermediary mechanism that economic exchange brought between OCB and Appraisal and Rewards is not verified. In addition, the negative regulation that distributive justice poses on Stable Employment and economic exchange as well as the positive regulation that procedural justice exerts on Stable Employment, Employee Participation and social exchange are proved in the paper as well.This paper once again proved the applicability of HPWS in China, and also discovered that HPWS can affect employees’behavior through two different kind of exchange, in which social exchange plays a more important role. According to the conclusions, organizations can increase the social exchange to improve the employees’behavior. Also, study brings other implications, Chinese private enterprises, especially new generation managers in family business, should considered carefully of the policies in traditional management which can promote social exchange between employees and corporate when introduce the more pragmatic management style from the West.