The Impact Of High Performance Human Resource Practices On Employee's Performance Behavior

With the increasingly fierce market competition,high performance human resource practices has become the focus of strategic human resource management.Over the past three decades,strategic human resource management scholars have discovered a positive relationship between high performance human resource practices and organizational performance.In practice,employee's task performance and innovation behavior are important factors influencing organizational survival,development,and change.People want to understand the impact of high performance human resource practices on individual employee's attitudes and behavioral outcomes.Psychological ownership,as an important psychological resource for employee,is one of the mechanisms to connect organizations,work and employee's attitudes and behaviors,and has an important impact and predictive effect on the subsequent work behavior of employees.When employees are in the organization,they are inevitably affected by the organizational environment.In a society that values relationships in China,interactional justice can most affect the sense of fairness of Chinese employees,so it can be speculated that it will affect the implementation of human resources measures.Through reviewing the literature,this study defines the meaning of employee's task performance and innovative behavior.Because the academia has different views on the meaning and composition of high-performance human resources practice,this paper sorts out relevant literatures at home and abroad,and gives three characteristics and typical projects of high performance human resource practices.From the perspective of employees' perceived high-performance human resource practices and based on social exchange theory,this paper explores the impact of high performance human resource practices on employees' task performance and innovative behavior,and studies the role of organizational psychological ownership and interactional justice in it.Through the questionnaire,this study collected sample data of 320 employees and their direct leaders in a convenient sampling manner.The empirical research found that:(1)high performance human resource practices has significant positive impact on employee's task performance and organizational innovation behavior;(2)psychological ownership mediates the relationship between high performance human resource practices and employee's performance;(3)interactional justice moderates the relationship between high performance human resource practices and organizational psychological ownership.The research conclusions provide reference for enterprises to improve their task performance and innovation behavior level:(1)Managers should make employees feel that they need to provide a good platform for improving employee's task performance and innovative behavior when implementing high performance human resource practices.To this end,managers should actively answer employees' questions about organizational policies,measures,and implementation processes to ensure that employees understand the organization's policy measures.(2)During the implementation process,managers should take the initiative to care about the psychological state of employees,actively create an active exchange relationship between the organization and employees,communicate the information in the organization to employees in a timely and fair manner,and encourage employees to actively participate in the organization activities,paying attention to The training and development of employees gives employees a sense of ownership and improves their psychological ownership of the organization.(3)Managers need to be aware of the importance of interactional justice in the implementation process.In the process of human resources practices,respect each employee,communicate organizational policies and work information clearly,accurately and patiently,and enhance employee's sense of interactional justice.