We examine the relationship between high-performance work system (HPWS) and job satisfaction, drawing on the ‘too much of a good thing’ theory, to establish whether a non-linear relationship can explain conflicts in previous findings. Moreover, we extend the study by exploring the mediating role of work overload and the moderating role of person–organization fit (P–O fit). Based on a cross-sectional data set of 220 employees and a longitudinal data set of 373 employees from organizations in China, the empirical findings show an inverted U-shaped relationship between HPWS and job satisfaction. Results also indicate that the relationship between HPWS and job satisfaction is fully mediated by work overload, and that P–O fit negatively moderates HPWS-work overload and HPWS-job satisfaction relationships. These results shed new light on how HPWS impacts employee outcomes and practical implications for managers are discussed.

Drawing on conservation of resources and signaling theories, this research aims to develop a cross-level serial mediation model of branch-level predictors of frontline employees' service performance. Specifically, we examined whether the service-oriented human resource practices bundle (SO-HRP bundle) affects frontline employees' service performance via person–environment fit (P–E fit) and work engagement. Based on a sample of 327 employees and their supervisors across 70 branches of two service corporations in Taiwan, it was found, first, that the SO-HRP bundle and work engagement have a significant positive relationship; second, that person–organization fit and person–job fit was each positively linked with work engagement; and finally, that the SO-HRP bundle sequentially formed a positive link with frontline employee service performance through P–E fit and work engagement. The findings shine new light on the cross-level serial mediation processes whereby employee service performance is enhanced owing to the SO-HRP bundle.

In this study, the effect of ethical leadership on extra-role service behavior, and the role of person–organization fit and organizational trust on this effect were examined. A multi-level research model was established in the research and hypotheses were tested within this model. The data of this research study were obtained from 205 workers of two hospitals (public and private), in a certain province in Turkey. The obtained findings demonstrated that ethical leadership strengthened the trust in the organization both directly and over person–organization fit. Moreover, based on the findings, it was determined that ethical leadership increased extra-role service behavior by means of organizational trust. The theoretical and practical implications of all of the findings were discussed and evaluated in the context of national culture.

Viewing organizational citizenship behavior (OCB) engagement from the time–cost perspective, this study not only investigates the direct effect of person–organization (P–O) fit on OCB but also examines the moderating effect of time evaluation on the effective magnitude of P–O fit on OCB. Specifically, I hypothesized that the positive relationship between P–O fit and OCB will be strengthened (weakened) if employees have a higher future- (present-) orientation time perspective. A sample of 262 bank financial specialists with supervisor-rated dependent variables is used to examine the hypothesized relationships. Research findings suggest that P–O fit can predict OCB engagement. I also found that time evaluation plays a moderating role in the relationship between P–O fit and OCB such that P–O fit will have a weaker predictive power if the employees have a higher present-orientation time perspective. The research results provide further understanding of why employees engage in OCB.