High-performance work systems and organizational identification

Purpose Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID). Design/methodology/approach Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data. Findings Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice. Originality/value This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.