The effect of high-performance work systems on risk-taking and organizational citizenship behaviors: the mediating role of perceived safety climate

Abstract

PurposeBuilding on the social exchange theory and the norm of reciprocity, this study examines the effect of high-performance work systems (HPWS) during the COVID-19 pandemic on employee's risk-taking behavior and organizational citizenship behavior (OCB). Among the aforementioned links, perceived safety climate was theorized as a mediating mechanism.Design/methodology/approachMultisource and time-lagged data were gathered from a sample of employees and their supervisors working in Palestinian nonprofit organizations.FindingsHPWS were shown to boost risk-taking behavior during COVID-19 pandemic. The direct effect between HPWS and OCB was not significant. Furthermore, safety climate mediated the effect of HPWS on both risk-taking behavior and OCB.Practical implicationsThe study's findings can be used by managers with regard to the utility of HPWS during times of crises and their impact on important behavioral outcomes.Originality/valueHRM scholars have started to look at how HR practices can be useful in helping to overcome a pandemic. However, limited empirical knowledge is available on the effects of HPWS on employees' work outcomes during crises. The study is aimed at addressing the aforementioned gap.