Employee disengagement exists in organizations creating a growing concern in sustaining competitive advantage and overall organizational performance. The labor costs associated with replacing disengaged employees can range from $20,000.00 to $30,000.00. This quantitative, nonexperimental study examined if the intensity of high-performance work systems influences employees’ organization-based self-esteem. Data were collected using Centiment from 109 full-time employees who worked on a team for a minimum of one year in a for-profit organization with a U.S. based corporate office with 250 or more employees. Data were obtained using a single online survey which combined the High Performance Work System Measure (HPWSI) and the Organization-Based Self-Esteem Scale (OBSE). The HPWSI was used to obtain data on the intensity of high-performance work systems. The OBSE was used to assess employees’ organization-based self-esteem. The theoretical framework for the study was the resource-based view. Data analysis were conducted using a linear regression analysis. Data indicated that the intensity of high-performance work systems have a significant statistical relationship with employees’ organization-based self-esteem. The finding of this study provide organizational leaders with insights and strategies to increase employee commitment and engagement.
|Commitee:||Blando, Judy, Turner, Freda|
|Department:||School of Business and Technology|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 82/3(E), Dissertation Abstracts International|
|Subjects:||Business administration, Labor relations, Management|
|Keywords:||Employee Commitment, Employee Engagement, High-Performance Work Practices (HPWP), High-Performance Work Systems (HPWS), Human Resources, Organization-Based Self-Esteem (OBSE)|
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