Impact of High-Performance Human Resource Practices, Self-Efficacy and Proactive Personality on Employee’s Job Performance: A Conceptual Model

Abstract

This study attempts to present a model in explaining a mechanism which ensures job performance of employees. A series of activities, which were already well researched in an isolated manner in different contexts were incorporated to develop this model. The literature-based data compilation was done to develop this model. Thereby, the Job Demand Resource Model (JD-R model) has been adopted to examine the impact of employees’ perceptions of High-performance Human Resource Practices (HPHRPs) and their job performance through personal resources such as self-efficacy and proactive personality. Therefore, when HPHRPs offer job resources to the employees, they can utilize the resources such as knowledge, skills and ability to build and enhance their personal resources to ensure their job performance in the work context. However, the JD-R model does not enough explain to make the resources connection process by the employees to be different, then resulting in varying their job performance levels. The main aim of this study is to address this lacuna by explaining to what extent employees have perceived that HPHRP has an impact on their job performance through self-efficacy and proactive personality. The main theoretical contribution is that it integrates HPHRPs, personal resources, and employees’ job performance within the same conceptualization by expanding the boundary conditions of the JD-R model. Further, this paper would make theoretical contributions and implications for managers and academics in this field.