Drawing on social exchange theory (SET) and social identity theory (SIT), this study investigates how the high-performance work systems (HPWS)–turnover intention () link is mediated by organizational identification (OID) and moderated by trust in leader (TIL) and perceived organizational support (POS).
A two-wave time-lagged survey research was conducted on healthcare professionals in Nigeria, comprising medical doctors, nurses and midwives, and 387 valid responses were received.
The results indicated that HPWS significantly and negatively predicted TI and significantly and positively predicted OID. In turn, OID significantly and negatively predicted TI. OID partially mediated the relationship between HPWS and TI. While the moderating effect of TIL on the relationship between HPWS and OID was not significant, POS was found to significantly strengthen the negative relationship between OID and TI.
Despite a considerable body of research on the outcomes of HPWS, its underlying mechanisms and boundary conditions remain elusive. This study therefore offers valuable theoretical contributions to advancing the literature on how and when HPWS influence employee outcomes.
