High-Performance Work System and Employee Work Performance: A Moderated Mediation Model of Ambidextrous Leadership and Employee Ambidexterity

Abstract

The purpose of this study is to explore a moderated mediation model of ambidextrous leadership and employee ambidexterity in the relationship between a high-performance work system and employee work performance. A census approach is used to collect data from target employees. Hence, using a cross-sectional design, 387 non-supervisory sales representative employees of Ethio-Telecom in Ethiopia participated in this study. Structural equation modelling with the help of SPSS plus AMOS was used to analyze the proposed hypotheses. By integrating social exchange theory and the AMO model, the result indicated that ambidextrous leadership moderated in the relationship between a high-performance work system and employee ambidexterity. At the high level of ambidextrous leadership, the relationship between a high-performance work system and employee ambidexterity was stronger. Furthermore, ambidextrous leadership moderated the indirect effect of employee ambidexterity in the relationship between a high-performance work system and employee work performance. The study led to an additional understanding of the significant role of ambidextrous leadership in unlocking the black box between HPWS and employee work performance.

Keywords

• high-performance work system
• employee work performance
• employee ambidexterity
• ambidextrous leadership
• amo model
• ethio-telecom