Purpose

Amid challenges posed by the COVID-19 pandemic, fostering employee creativity has become paramount for organizations. However, there is a scarcity of research on digitalization of the workplace and its implications for implementing high involvement work systems (HIWSs) in organizations, particularly in relation to their impact on employee outcomes, such as creativity and job satisfaction. Additionally, limited attention has been given to the role of job level and organizational type in driving change during times of adversity. This study aims to examine the factors within the HIWSs model using the PIRK model – power (P), information sharing (I), rewards (R) and knowledge (K) to explore how HIWSs shape the extent of power individuals have over their employment, the sharing of information, the types of rewards that engage and motivate employees and the knowledge required to fulfil employees’ responsibilities effectively, both individually and collectively.

Design/methodology/approach

Using a qualitative research methodology, this study uses thematic analysis for data collection, analysis and interpretation. Semi-structured interviews (n = 48) served as the primary data collection method. Using the theoretical lenses of high-involvement practices and employee perceptions of PIRK, the effect on employee creativity and job satisfaction is analysed.

Findings

The findings of this study reveal that employee creativity is significantly influenced by how employees perceive power, information, rewards and knowledge. Moreover, the study highlights the role of transformational and transactional leadership in shaping employee perceptions of power, information and knowledge within HIWSs. A high perception of PIRK is found to positively impact employee job satisfaction.

Research limitations/implications

This study offers valuable insights for human resource management (HRM) professionals seeking to make informed decisions regarding best practices and initiatives for enhancing employee outcomes in the post-COVID era. By recognizing the pivotal role of HIWSs and their influence on employee perceptions, organizations can strategically implement HIWSs to foster creativity and job satisfaction. Furthermore, this research contributes to the existing literature by examining the interplay between HIWSs and the PIRK model in the context of workplace digitalization, emphasizing the importance of adapting HRM practices to address the evolving needs of the modern workforce.

Originality/value

This study will help HRM professionals in making informed decisions on the best practices and initiatives to enhance employee outcomes in the post-COVID era. This paper adds to the existing literature on HIWS and PIRK in the context of workplace digitalization.

中文翻译：

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高参与度工作系统对塑造员工权力、知识共享、奖励和知识感知的影响

目的

面对 COVID-19 大流行带来的挑战，培养员工创造力已成为组织的首要任务。然而，关于工作场所数字化及其对在组织中实施高参与度工作系统（HIWS）的影响的研究很少，特别是其对员工成果（例如创造力和工作满意度）的影响。此外，人们对工作级别和组织类型在逆境时期推动变革的作用的关注有限。本研究旨在使用 PIRK 模型检查 HIWS 模型中的因素——权力 (P)、信息共享 (I)、奖励 (R) 和知识 (K)，以探讨 HIWS 如何塑造个人对其就业的权力程度、信息共享、吸引和激励员工的奖励类型以及有效履行员工个人和集体责任所需的知识。

设计/方法论/途径

本研究采用定性研究方法，利用主题分析进行数据收集、分析和解释。半结构化访谈（n = 48）是主要的数据收集方法。利用高参与度实践和员工对 PIRK 的看法的理论视角，分析了对员工创造力和工作满意度的影响。

发现

这项研究的结果表明，员工创造力很大程度上受到员工如何看待权力、信息、奖励和知识的影响。此外，该研究还强调了变革型和交易型领导力在塑造 HIWS 员工对权力、信息和知识的看法方面的作用。研究发现，对 PIRK 的高度认知会对员工的工作满意度产生积极影响。

研究局限性/影响

这项研究为人力资源管理 (HRM) 专业人士提供了宝贵的见解，帮助他们就后新冠时代提高员工成果的最佳实践和举措做出明智的决策。通过认识到 HIWS 的关键作用及其对员工认知的影响，组织可以战略性地实施 HIWS，以培养创造力和工作满意度。此外，这项研究通过研究工作场所数字化背景下 HIWS 和 PIRK 模型之间的相互作用，对现有文献做出了贡献，强调了调整人力资源管理实践以满足现代劳动力不断变化的需求的重要性。

原创性/价值

这项研究将帮助人力资源管理专业人员就最佳实践和举措做出明智的决策，以提高后新冠时代员工的工作成果。本文对工作场所数字化背景下的 HIWS 和 PIRK 的现有文献进行了补充。