THE EFFECTS OF WORKPLACE CLIMATES ON EMPLOYEE PERFORMANCE CAPACITIES: A KNOWLEDGE-BASED PERSPECTIVE

Sloan Industry Studies Annual Conference - 2007

AUTHOR:
WILLIAM N. COOKE
DAVID G. MEYER

ABSTRACT:

Missing from nearly all of the empirical studies of the effects of high-involvement, highcommitment HRM systems on performance is any treatment, except by assumption, of the cognitive responses of employees to these systems. To examine these largely untested assumptions, we integrate and extend the literature on knowledge-based perspectives of firms and psychological workplace climates; developing a structural model of the multifaceted nature of knowledge and skill development climates and the direct and multiplicative effects of these climates on employee psychological states of performance. Estimated against a sample of 888 employees across eight automotive supplier firms, our modeling obtains substantial empirical support, which lends credence to the underlying assumptions made about employee cognitive responses in the strategic HRM literature. Among our more pronounced findings, employees’ psychological states of performance are positively and strongly associated with climates within which employees place greater value on learning new skills and are more receptive to the diffusion of new technologies.

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