Understanding Affective Commitment through High-Performance Work Systems of Line Managers in Garment Retail Industry, China

  • Hu Shi

Abstract

Chinese retail industry is one of the vital industries, which is related with consumption, employment and GDP growth. However, Chinese retail industry also faces a big challenge-high turnover rate. High turnover rate in Chinese retail industry has a bad effect on the industry development and profits. By adopting Social Exchange Theory (SET), this study plans to test the effect of three dimensions of high-performance work systems (HPWS) on the affective commitment of line managers mediated by perceived organizational support (POS) in Chinese garment retail industry. The targeted respondents are line managers in O2O garment retail industry in China. Three dimensions of high-performance work systems (HPWS) are identified which are training and development, performance management and reward and communication and involvement to predict affective commitment mediated by perceived organizational support. 131 line managers answered the questionnaires. Moreover, PLS-SEM model by Smart PLS 3.20 version is applied for hypothesis test. At last communication and involvement is the most important factor to help line managers to gain perceived organizational support in Chinese O2O garment industry. Moreover, perceived organizational support is positively significantly related with affective commitment of line managers in Chinese O2O garment industry. This study gives new insights for building line managers affective commitment in garment retail industry.

References

2017-2018 China Garment Industry Development Report - New Media Leads Brands into the Content Marketing Era. (2018).zhihu. Retrieved from: https://zhuanlan.zhihu.com/p/34624926
Cafferkey, K., & Dundon, T. (2014). Explaining the black box : HPWS and organizational climate Article information. Emerald Insight, 44(5),666-688. doi: 10.1108/PR-12-2012-0209.
Fu, N. et al. (2015). How do high performance work systems influence organizational innovation in professional service firms ? Emerald Insight, 37 (2), 158-175. doi: 10.1108/ER-10-2013-0155.
Gong, Y.P., Chang, S., & Cheung, S-Y. (2010). High performance work system and collective OCB:a collective social exchange perspective. HUMAN RESOURCE MANAGEMENT JOURNAL, 20(2),119-137.
Ji,S.W. , Sun,X.Y. & Liu,D. (2014). Research on core competitiveness of Chinese retail industry based on O2O. Advanced Materials Research, 834-836, 2017-2020. doi:10.4028/www.scientific.net/AMR.834-836.2017.
Mercurio, Z. (2015). Affective Commitment as a Core Essence of Organizational Commitment: An Integrative Literature Review. Human Resource Development Review,14. 10.1177/1534484315603612.
Messersmith, J., Patel, P., Lepak, D., & Gould-Williams, J. (2011). Unlocking the Black Box: Exploring the Link Between High-Performance Work Systems and Performance. The Journal of applied psychology, 96, 1105-18. 10.1037/a0024710.
Rhoades,L., Eisenberger,R., & Armeli,S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. AMERICAN PSYCHOLOGICAL ASSOCIATION.
Sanders, K., & Dorenbosch, L. (2008). The impact of individual and shared employee perceptions of HRM on affective commitment considering climate strength. Emerald Insight. doi: 10.1108/00483480810877589.
Takeuchi, R., Chen, G., & Lepak, D.P. (2009). Through the Looking Glass of a Social System: Cross-Level Effects of High Performance Work Systems on Employees’ Attitude. Personnel Psychology, 62, 1-29.
Vandenberghe, C., Bentein, K., & Stinglhamber, F. (2004). Affective commitment to the organization, supervisor , and work group : Antecedents and outcomes.8791(February). doi: 10.1016/S0001-8791(03)00029-0.
Wickramasinghe,D., & Wickramasinghe,V.(2011). Perceived organizational support, job involvement and turnover intention in lean production in Sri Lanka. The International Journal of Advanced Manufacturing Technology, 55(5-8), 817-830.
Wu, P.-C., & Chaturvedi, S. (2009). The Role of Procedural Justice and Power Distance in the Relationship between High Performance Work Systems and Employee Attitudes: A Multilevel
Perspective. Journal of Management, 35(5), 1228– 1247. https://doi.org/10.1177/0149206308331097.
Zhang, M.Q., Fan, D.D., & Zhu, C, J.H. (2014). High-Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links. Springer, 120,423-435.
Henseler, J.et.al. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modelling, 115–135.
Hair, J. F. et al. (2019).When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24.
Memon, A.H., & Rahman, I.A. (2014).SEM-PLS Analysis of Inhibiting Factors of Cost Performance for Large Construction Projects in Malaysia : Perspective of Clients and Consultants, Hindawi Publishing Corporation.
Published
2020-04-30
How to Cite
SHI, Hu. Understanding Affective Commitment through High-Performance Work Systems of Line Managers in Garment Retail Industry, China. Asian Journal of Research in Business and Management, [S.l.], v. 2, n. 1, p. 27-38, apr. 2020. Available at: <https://myjms.mohe.gov.my/index.php/ajrbm/article/view/9146>. Date accessed: 02 july 2022.
Section
Articles