Experienced-High Performance Work Systems and Perceived Organizational Support Effect Towards Perceived Workload: Psychological Empowerment and Job Demands as Mediator

Abstract

Employees' experiences with an integrated model of high-performance work systems (experienced HPWS) and perceived organizational support are used to test for both positive and negative effects on perceived workload (PW). A recent study demonstrates the situation in which employees are burdened by their workload and do not receive additional remuneration for the extra work they undertake. This research was conducted at a company engaged in agriculture business in Indonesia. This is an empirical study based on quantitative data collected once from 200 employees through a survey. Structural Equation Model (SEM) - AMOS 22 software was used to analyze the data. The results of the study indicate that experienced-high performance work systems and perceived organizational support has a negative effect on perceived workload, whereas psychological empowerment and Job demands does not play a mediation role in the relationship between experienced-high performance work systems and perceived organizational support to perceived workload. The research is supposed to provide information to the organization to analyze current policies and explore implementing initiatives to boost involvement and performance. In addition to these goals, the findings of this study can serve as references for other researchers who desire to do similar research or modification.

Keywords: perceived organizational support, high-performance work systems, job demand, psychological empowerment, perceived workload, covid-19