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• W2591568 abstract "Attracting and engaging talented people, the 'star performers', is an on-goingchallenge for organisations. Our theoretical understanding of the nature of starperformance and the way in which HR systems facilitate such performance islimited. Drawing from theories of human resource management, leadership,performance, job characteristics and organisational justice, this research developsand tests a model of the role of High Performance HR systems in facilitating task andcontextual performance. This model proposes that the way in which organisationalsystems influence individual levels of performance is via two interveningmechanisms - perceptions of work processes and organisational justice.The program of research is comprised of two studies. In Study 1, I explored theutility of the task and contextual performance framework for understanding starsusing supervisor-employee dyads (N = 174) from a large Australian governmentagency. The results of this study provide support for the central hypothesis of thisthesis. Task and contextual performance are key components of star ratings, andother elements such as being self-directed, having a big picture viewpoint, and awillingness to lead, also contribute.In Study 2, I employed two well-established frameworks of employee responsesto situational factors and psychological perceptions to examine the role of HRsystems and practices in facilitating star performance. Specifically, the study usedsubstitutes for leadership theory (Kerr & Jermier, 1978) and the formation ofpsychological contracts (Robinson, Kraatz & Rousseau, 1994) to examine the way inwhich HR practices are connected with task and contextual performance.It was proposed that HR practices are positively associated with task andcontextual performance, and that this relationship is moderated by job characteristicsand teamwork. It was also proposed that the relationship between HR practices andperformance is mediated by perceptions of justice. The results of this study indicatethat complex relationships exist. Specifically the findings provide support for one ofthe core propositions. Job characteristics and teamwork can moderate therelationship between HR practices and performance. The patterns of moderationindicate that HR practices provide marginal gains where jobs are perceived byemployees as being enriched, but are able to make a more substantial contributionunder conditions of less enrichment. Under these conditions HR practices are able tomake a greater contribution to performance by providing performance cues andestablishing expectations and clarifying roles. The relationship between HRpractices and performance was not found to be mediated by perceptions of justice.In this thesis I provide evidence of the relevance of the task and contextualperformance framework to conceptualising star performance. Furthermore, Iexamine the conditions under which High Performance HR systems facilitate starperformance. Both of these aspects are necessary for designing appropriate HRstrategies and interventions for managing talent." @default.
• W2591568 created "2016-06-24" @default.
• W2591568 creator A5012633337 @default.
• W2591568 date "2006-01-01" @default.
• W2591568 modified "2023-09-23" @default.
• W2591568 title "High performance HR systems as drivers of star performance : exploring the intervening mechanisms of work context and perceptions of justice" @default.
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