Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour
研究了团队经理的价值观和能力与公司人力资源实践的匹配度如何影响其实际执行行为，并发现人力资源实施氛围可以替代这种匹配效应，揭示了组织内高绩效工作系统变异性的来源。
Abstract Despite the accumulated knowledge of how high‐performance work systems (HPWS) at the within‐organisation levels function, the literature suffers a paucity of attempts to capture the sources of variability. Meanwhile, research on line managers' HR implementation has excessively emphasised their HR‐related competencies. At this juncture, this study establishes the interactive effects of team manager's value and ability fit with espoused HR practices under the varying strength of climate for HR implementation. It proposes such dynamics as antecedents to actual HPWS in the organisation. The analyses demonstrated that team managers' value fit consistently impacts implementation behaviours, and their ability fit takes effect when it is accompanied by a high level of value fit. Most conspicuously, climate for HR implementation was found to substitute for effects of person‐HRM fit dimensions. Hence, the study articulates further what drives team managers' HR involvement, thereby unravelling intricacies inside the black box of the HPWS‐performance relationship.