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Is there internal fit among ability-, motivation-, and opportunity-enhancing HR practices? Evidence from South Korea

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Abstract

Recently, the traditional approach to high-performance work systems (HPWS) research has been questioned, primarily in regard to the following two areas: (1) its organizational-level measure cannot capture variability within organizations, and (2) its utilization of the summation index is predicated upon the individual HR practices that constitute HPWS having a synergistic impact on important outcomes. Despite the prevalence of this approach, empirical studies on the internal fit premise in the context of HRM are startlingly rare. Furthermore, the existing research has often reported mixed results. Herein, our study attempts to replicate recent developments by categorizing employee-rated HPWS along three subdimensions: ability-, motivation-, and opportunity-enhancing HR practices. Next, we conduct two different tests; namely, additive and interactive models, to predict individual performance. The results of the hierarchical linear modeling (HLM) demonstrate general support for the additive model. Most conspicuously, we find that motivation-enhancing HR practices negatively moderate the relationships between the other two dimensions and the outcomes. Only the interaction of ability- and opportunity-enhancing HR practices positively influences individual performance. Based upon the findings of the current research, we argue that the internal fit assumption should be viewed more cautiously and understood in the broader context wherein HPWS operate.

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Acknowledgements

This work was supported by the Ministry of Education of the Republic of Korea and the National Research Foundation of Korea (NRF- 2019S1A5A2A03040926).

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  1. Dongguk Business School, Dongguk University-Seoul, 30, Pildong-ro 1-gil, Jung-gu, Seoul, 04620, South Korea

    Goo Hyeok Chung

  2. Trinity Business School, Trinity College Dublin, Dublin 2, Ireland

    Jongwook Pak

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Appendix

Appendix

Survey Items for Ability-, Motivation-, and Opportunity-Enhancing HR Practices

Ability-enhancing HR practices

  • [A1] I think that selection is based upon overall fit with the company.

  • [A2] I have been provided with extensive training programs.

  • [A3] I have clear career paths in this organization.

Motivation-enhancing HR practices

  • [M1] My performance is based on objective, quantifiable results.

  • [M2] My appraisal emphasizes long-term achievement, and compensation is contingent on performance.

  • [M3] My performance appraisal includes management by objective with mutual goal setting.

Opportunity-enhancing HR practices

  • [O1] I am often asked by my supervisor to participate in decisions.

  • [O2] I am empowered to make decisions.

  • [O3] I am provided the opportunity to suggest improvements in the way things are done.

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Chung, G.H., Pak, J. Is there internal fit among ability-, motivation-, and opportunity-enhancing HR practices? Evidence from South Korea. Rev Manag Sci 15, 2049–2074 (2021). https://doi.org/10.1007/s11846-020-00415-y

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