Impact of high-performance work systems on individual- and branch-level performance: Test of a multilevel model of intermediate linkages

Abstract

[Correction Notice: An erratum for this article was reported in Vol 97(3) of Journal of Applied Psychology (see record 2012-12257-005 ). The bootstrapping confidence intervals (p. 295) are incorrect. The correct bootstrapping confidence intervals are provided in the erratum.] We proposed and tested a multilevel model, underpinned by empowerment theory, that examines the processes linking high-performance work systems (HPWS) and performance outcomes at the individual and organizational levels of analyses. Data were obtained from 37 branches of 2 banking institutions in Ghana. Results of hierarchical regression analysis revealed that branch-level HPWS relates to empowerment climate. Additionally, results of hierarchical linear modeling that examined the hypothesized cross-level relationships revealed 3 salient findings. First, experienced HPWS and empowerment climate partially mediate the influence of branch-level HPWS on psychological empowerment. Second, psychological empowerment partially mediates the influence of empowerment climate and experienced HPWS on service performance. Third, service orientation moderates the psychological empowerment–service performance relationship such that the relationship is stronger for those high rather than low in service orientation. Last, ordinary least squares regression results revealed that branch-level HPWS influences branch-level market performance through cross-level and individual-level influences on service performance that emerges at the branch level as aggregated service performance. (PsycInfo Database Record (c) 2025 APA, all rights reserved)