Mối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCM

Mối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCMMối quan hệ giữa hệ thống làm việc hiệu suất cao với kết quả kinh doanh: Nghiên cứu trường hợp các ngân hàng TMCP trên địa bàn TP.HCM

MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY - BUI THI PHUONG LINH THE RELATIONSHIP BETWEEN HIGH PERFORMANCE WORK SYSTEMS AND BUSINESS PERFORMANCE: THE CASE OF COMMERCIAL JOINT STOCK BANKS IN HCM CITY Major: Business administration Code: 9340101 SUMMARY OF THESIS Ho Chi Minh City - 2024 The work was conducted and completed at the University of Economics Ho Chi Minh City Academic instructor: Reviewer 1: ……………………………………………………… ……………… ……………………………………… …………………………… ……………………………………………………………………… …………… Reviewer 2: ……………………………………………………………………… ……………………………………………………………………… ……………………………………………………………………… ………… Reviewer 3: ……………………………………………………………………… ……………………………………………………………………… …… ……………………………………………………… …… …………… The thesis will be defended before the university-level doctoral thesis grading committee, meeting at the University of Economics Ho Chi Minh City At …… hour ……… month ………, 2024 The thesis can be found at the library: University of Economics Ho Chi Minh City - 1 - CHAPTER 1 RESEARCH OVERVIEW 1.1 The research context 1.1.1 From practice Currently, domestic joint stock commercial banks not only compete fiercely with each other but also with foreign banks and major financial technology companies (Fintech) When Vietnam become an official member of the World Trade Organization (WTO) in 2007, Vietnam gradually opened its financial market to create conditions for international organizations to invest in Vietnam, including foreign banks and financial technology companies (Fintech) This puts pressure on the system of Vietnamese joint stock commercial banks in the fierce competition with foreign financial institutions This fierce competition has caused some joint stock commercial banks to have low business results and be forced to restructure To improve quality, business performance and ensure safety of credit institutions, on June 8th, 2022, the Government issued Decision 689/QD-TTg approving the Project “Restructuring the system of credit institutions associated with handling bad debt in the period 2021 – 2025” The restructuring of joint stock commercial banks leads to disturbances in the bank's staff and thereby affects the bank's business results 1.1.2 From a gap in scientific research The researchers have recently learned a lot about high performance work systems (HPWS), also known as high-performance models, and have developed this topic into a prominent topic in research on HRM (Ramdani et al., 2014) The research by Becker & Gerhart (1996) and Pfeffer et al (1995) showed that HPWS has an impact on business performance (BP) of businesses Synthesizing research on the relationship between HPWS and business performance, similar to the - 2 - relationship between human resource management and business performance, the author finds that there are two main research trends as follows: The first trend: Research the direct relationship between HPWS and BP and factors affecting this relationship The research by Delaney & Huselid (1996); MacDuffie (1995); Batt (2002); Youndt et al (1996); Snell & Youndt (1995) showed that when studying HPWS from an individual or group perspective, all are positively related to the organization's business performance At the same time, these studies also show that HPWS has an impact on business performance in many different industries Additionally, HPWS was found to influence a number of outcomes at the organizational level Recently, the research of Combs et al (2006), Takeuchi et al (2007), Jensen et al (2013), Tregaskis et al (2013) has provided experimental evidence that there is a relationship between HPWS and BP The research of Combs et al.(2006) performed a meta-analysis of 92 studies and found that these studies examined and established a link between HPWS and outcomes related to output efficiency Furthermore, the research of Tregaskis et al (2013) has shown that HPWS is associated with stabilizing and maintaining increases in productivity and safety performance Moreover, contingency theorists have attempted to show how certain HR practices align with different strategies and how these practices are related to firm performance (Gomez-Mejia & Balkin, 1992; Schuler & Jackson, 1987) The research by Prajogo et al (2016) studied the impact of human capital on service innovation advantages, business performance and the impact of the business environment on this relationship - 3 - The results showed that the competitive environment has an impact on the relationship between service innovation advantage and business performance However, the moderating role of dynamic environment on the relationship between HPWS and service ability, service ability and business performance will be different when researched in different industries The second trend: To research the relationship between HPWS and business performance through intermediary mechanisms Recently, there has been a series of researchers such as Aryee et al (2012); Chang (2015); Fu et al (2015); Jensen et al (2013); Patel et al (2013); Do et al (2016); Agarwal & Farndale (2017); Tang et al (2017); Korff and colleagues (2017) who developed and explored the link between HPWS and business performance through an intermediary mechanism The research of Van De Voorde & Beijer (2015) studied the relationship between HPWS and the effectiveness of employees in the company through the intermediary of human resource competence The social exchange theory is used at the group level to demonstrate the relationship between HPWS and department performance (Messersmith et al., 2011) The social mechanism in HPWS connects the links between the organization and its employees, from which, it established a social environment that allows employees to share their perceptions and concerns about the broader vision of the organization (Takeuchi et al., 2009) The AMO theory is also a theory commonly used when researching about HPWS This theory was used in explaining the relationship of HPWS with innovation performance (Chiang et al., 2015) and service performance (Do et al., 2016) The AMO theory has also been found to be prominent in explaining the effects of HPWS at organizational level, such as business performance - 4 - and improved employee outcomes (Boxall, 2003), relative basis of performance (Takeuchi et al., 2007), information exchange efficiency and creativity (Chiang et al., 2015) HPWS is designed with the ability, motivation, and opportunity to enhance human resource practices that promote the performance of individuals (Edgar et al., 2020) The researches by Chuang & Liao (2010), Agree et al (2012), Jiang, Chuang et al (2015) have studied the relationship between HPWS and BP with the organizational environment is intermediate variable The research by Agree et al (2012) mentioned the mediation of empowerment climate on the relationship between HPWS and service performance and market performance at the company and individual levels The research by Jiang et al (2015) mentioned the mediating role of service environment in the relationship between service-oriented HPWS, service leadership, service performance and financial performance In general, these three studies have only considered the opportunity - environment (O) component of the three components of AMO as mediator without considering the mediating component of ability (A) and motivation (M) Therefore, currently there has not been any research that simultaneously considers the mediating role of all three components A, M, O in the relationship between HPWS and BP Thus, combining contingency theory, resource-based theory and AMO theory through the intermediary role of AMO in the relationship between HPWS and BP and the moderating role of dynamic environment on the relationship between HPWS and service ability, service ability and business performance in the banking industry is still a new and necessary work At the same time, the author has not found - 5 - a study that combines the effects of mediating variables and moderating variables Therefore, the implementation of the topic: "The relationship between high performance work systems and business performance: the case of commercial joint stock bank in HCM city” has practical and theoretical significance 1.1.3 Research question First, does AMO mediate the relationship between HPWS and BP in the bank? Second, does the dynamic environment affect the relationship between HPWS and service ability and service ability and business performance? 1.2 Objectives, methods of the study 1.2.1 General objective - To build research model to synthesize the relationship between HPWS and BP through the intermediate variable AMO and the moderating variable dynamic environment - To analyze the role of the intermediate variable AMO in the relationship between HPWS and business performance - To evaluate the role of dynamic environmental moderating variables on the relationship between HPWS and service ability and service ability and business performance 1.2.2 Specific objectives - To present overview of the theories of HPWS, contingency theory, resource-based theory, AMO theory, dynamic environment, and business performance to propose a research model - Testing the scale of components of HPWS, AMO, dynamic environment and business performance of joint stock commercial banks - 6 - - To analyze the role of the intermediate variable AMO in the relationship between HPWS and business performance - To evaluate the role of dynamic environmental moderating variables on the relationship between HPWS and service ability and service ability and business performance 1.3 Research Methods The study was conducted using qualitative and quantitative research methods 1.4 Object and scope of the study 1.4.1 Research subjects The object of the thesis is HPWS, AMO, dynamic environment, business performance of joint stock commercial banks and relationships between research concepts 1.4.2 Research scope The scope of the study is joint stock commercial banks in Ho Chi Minh City Because Ho Chi Minh City is an area with a dynamic economy and many branches and transaction offices of joint stock commercial banks 1.5 Meaning and new contribution of research 1.5.1 Relating to theory The thesis contributes to supplementing the theories of HPWS, contingency theory, AMO, business performance, and dynamic environment in the context of banking industry Besides, the study has proven the role of the intermediate variable AMO in the relationship between HPWS and business performance in joint stock commercial banks At the same time, the study has clarified the positive contribution of a dynamic environment to the relationship between - 7 - HPWS and service ability and service ability and business performance in joint stock commercial banks 1.5.2 Concerning practice The results of the thesis provide materials to help managers realize the importance of HPWS to the bank's business performance, from which managers will build appropriate human resource management strategies In addition, some proposed management implications contribute to orienting and building a high-performance working system and improving business results of commercial banks 1.6 Structure of research The thesis is presented in the structure of 5 chapters: Chapter 1 Research overview; Chapter 2 Theoretical basis and research model; Chapter 3 Research Methods; Chapter 4 Research results; Chapter 5 Conclusions and implications for management CHAPTER 2 THEORETICAL BASIS AND RESEARCH MODEL 2.1 Grounded theory 2.1.1 Contingency theory Contingency theory tells us the definition of human resources, policies, strategies, list of activities, analysis of the role of the human resources department and this department is only valuable when they are related to the organization's situation Legge (1978) also emphasized that contingency approach should be applied to human resource management, for example: “Policy design and implementation must be appropriate or dependent on the requirements and circumstances of the designated organization.” And Paauwe (2004) also explains: Contingency theory states the relationship - 8 - between relevant independent variables (e.g HRM policies and practices) and the dependent variable (business performance) will vary depending on the effects of company size, years of establishment, technology, capital level, alliance level, industry ownership and company location 2.1.2 AMO Theory The AMO theory proposes three key components that impact employee and business results: Ability, Motivation and Opportunity (Jiang et al., 2012; Claudia, 2015): Ability (A): Demonstrates knowledge, skills and abilities to achieve work results (Jiang et al., 2012) The mediating variables that have been used include: Ability (Edgar et al., 2020; 2021), human capital (Shahzad et al., 2019; Aryee et al., 2016; Subramony & Pugh, 2015; Liao et al., 2009), customer knowledge (Jiang et al., 2015), and service ability (Chao & Shih, 2016; Wang & Xu, 2017) Motivation (M): Demonstrates desire and willingness to do work, employees will do good work because they have the desire or feel they need to do it (Jiang et al., 2012) The mediating variables used include: Motivation (Edgar et al., 2020; 2021), service/customer orientation (Wang & Xu, 2017; Stock & Hoyer, 2005; Aryee et al., 2016), organizational support and reinforcement psychological strength (Liao et al., 2009) Opportunity (O): Demonstrates the environment, atmosphere and conditions that provide employees with support to perform work (Jiang et al (2012) The mediating variables that were used include: Opportunity (Edgar et al., 2020; 2021); employee voice (Shahzad et al., 2019); service/customer environment (Wang & Xu, 2017; Jiang et al., 2015; Subramony & Pugh, 2015; Chuang & Liao, 2010) - 10 - 2.2.4 Service climate Service climate is an employee's perception of practices, processes, and rewarded, supported, and expected behaviors associated with customer service quality (Schneider et al., 1998) 2.2.5 Business performance Business performance is measured based on sales, productivity, profits, goal achievement and good service (Chand & Katou, 2007) 2.2.6 Dynamic environment Dynamic environments are characterized by changes in technology, differences in customer preferences, and fluctuations in product demand or raw material supply (Jansen et al., 2006) 2.3 Research hypotheses and model 2.3.1 The impact of HPWS on service ability H1: HPWS has a direct and positive impact on service ability 2.3.2 The impact of service ability on business performance H2: Service ability has a direct and positive impact on business performance 2.3.3 The impact of HPWS on service orientation H3: HPWS has a direct and positive impact on service orientation 2.3.4 The impact of service orientation on business performance H4: Service orientation has a direct and positive impact on business performance 2.3.5 The impact of HPWS on service climate H5: HPWS has a direct and positive impact on service climate 2.3.6 The impact of service climate on business performance H6: Service climate has a direct and positive impact on business performance - 11 - 2.3.7 The mediating role of AMO 2.3.7.1 The mediating role of service ability in the relationship between HPWS and business performance H7a: Service ability mediates the relationship between HPWS and business performance 2.3.7.2 The mediating role of service orientation in the relationship between HPWS and business performance H7b: Service orientation mediates the relationship between HPWS and business performance 2.3.7.3 The mediating role of service climate in the relationship between HPWS and business performance H7c: Service climate mediates the relationship between HPWS and business performance 2.3.8 The impact of HPWS on business performance when AMO mediates H8: HPWS has indirect and positive impact on business performance when AMO mediates 2.3.9 The moderating role of dynamic environment H9a: Dynamic environment moderates the relationship between HPWS and service ability The relationship between HPWS and service ability will be stronger when the environment is more dynamic H9b: Dynamic environment moderates the relationship between service ability and business performance The relationship between service ability and business performance will be weaker when the environment becomes more dynamic - 12 - H9a Dynamic environment (DE) H9b H7a H1 S H2 H7b igh Business S H4 performance performance H7c (BP) work systems H3 S H6 (HPWS) H5 H8 Figure 2.2 Proposed research model CHAPTER 3 RESEARCH METHODS 3.1 Research process Qualitative research phase Quantitative research phase 3.2 Qualitative research to adjust the scale The process of conducting qualitative research was conducted through group discussion with 9 managers working at joint stock commercial banks in Ho Chi Minh City The purpose of qualitative research is to adjust, clarify the meaning as well as eliminate some observed variables as coincident or do not - 13 - need to be included in the questions of the scales The interview results showed that the 09 employe managers es invited to participate in the survey all understood the concepts and made suggestions for adjusting the scale Recruitment scale Training scale Involvement & Participation scale Performance Appraisals scale Compensation/Rewards scale Service ability scale Service orientation scale Service climate scale Business performance scale Environmental dynamic scale 3.3 Quantitative preliminary research 3.3.1 Describe the survey sample 3.3.2 Preliminary assessment of the scale 3.3.2.1 The results of Cronbach's Alpha The results of Cronbach's Alpha test show that all reliabilities are above 0.6 However, the total correlation coefficient of observed variables TG3 (0,064) and LT2 (0,324) are both less than 0.4, so they are excluded and not used in the EFA analysis Thus, HPWS has 20 observed variables in which recruitment (4 variables), training (5 variables), involvement & Participation (3 variables), performance appraisals (4 variables), compensation/ rewards (4 variables); Service ability has 4 observed variables; Customer-oriented attitude has 6 observed variables; Customer-oriented behavior has 6 observed variables; Service climate has 5 observed variables; Business - 14 - performance has 5 observed variables; Environmental dynamic has 4 observed variables 3.3.2.2 Exploratory factor analysis (EFA) EFA analysis of HPWS scales Based on the EFA analysis of the HPWS scale, it shows that the KMO coefficient = 0,853 > 0,5 with Sig = 0,000 < 0,050 The results of EFA analysis with 5 factors were extracted at Eigenvalue = 1,134 > 1 The factor loading coefficients all reached and were greater than 0,5 Therefore, the scales achieve discriminant validity The coefficient and total variance extracted reached 63,855% > 50% EFA analysis of AMO scales Based on the EFA analysis of the AMO scale, it shows that the KMO coefficient = 0,894 > 0,5 with Sig = 0,000 < 0,050 The results of EFA analysis with 4 factors were extracted at Eigenvalue = 1,525 > 1 The factor loading coefficients all reached and were greater than 0,5 Therefore, the scales achieve discriminant validity The coefficient and total variance extracted reached 59,652% > 50% EFA analysis of business performance scales Based on the EFA analysis of the business performance scale, it shows that the KMO coefficient = 0,881 > 0.5 with Sig = 0,000 < 0,050 The results of EFA analysis with 1 factors were extracted at Eigenvalue = 3,643 > 1 The factor loading coefficients all reached and were greater than 0,5 Therefore, the scales achieve discriminant validity The coefficient and total variance extracted reached 72,851% > 50% EFA analysis of environmental dynamic scales Based on the EFA analysis of the environmental dynamic scale, it shows that the KMO coefficient = 0,754 > 0.5 with Sig = 0,000 < - 15 - 0,050 The results of EFA analysis with 1 factors were extracted at Eigenvalue = 2,001 > 1 The factor loading coefficients all reached and were greater than 0,5 Therefore, the scales achieve discriminant validity The coefficient and total variance extracted reached 50,020% > 50% 3.4 The formal quantitative research design The formal quantitative research was conducted through a direct questionnaire survey of managers working at joint stock commercial banks in Ho Chi Minh City 3.4.1 Evaluate the fit of measurement model * Internal consistency reliability * Evaluate convergent validity * Evaluate discriminant validity 3.4.2 Evaluate the fit of structural model * Evaluate structural model collinearity; * Examine size and Significance of Path Coefficients; * R2 of Endogenous Variables (in-sample prediction); * f2 Effect Size (in-sample prediction); * Predictive Relevance Q2 (primarily in-sample prediction); * PLS predict (out-of-sample prediction) CHAPTER 4 RESEARCH RESULTS 4.1 Sample characteristics The analysis results show that the number of Directors who responded have 30 (7,8%), Deputy Directors have 48 (12,4%), Managers department have 92 (23,8%), Deputy Managers department have 98 (25,4%) and surveyor (30,6%) The number of managers work in head office have 56 (14.5%) and in branch have 330 (85.5%) The - 16 - number of male managers who responded was 212 (54.9%), female have 174 (45,1%) While the managers with working experience between 2 to 5 years is 33.1%, between 5 to 8 years account for 40.7%, more than 8 years is 26.2% 4.2 Evaluating the measurement model The evaluation of the measurement model shows that the concepts meet measurement requirements, so they continue to be included in testing research hypotheses 4.3 Evaluating the structural model The research results show that most of the relationships are statistically significant (p < 5%) except for the direct influence of HPWS on business performance The coefficient R2 = 0.389 for business performance means that 38.9% of the variation in business performance is explained by factors in the model (those are factors: HPWS, AMO, dynamic environment), the remaining factors outside model will explain 61.1% 4.4 Test the hypotheses 4.4.1 Test the hypotheses H1, H2, H3, H4, H5, H6, H8 The results of testing hypotheses H1, H2, H3, H4, H5, H6, H8 are presented in table 4.12 Table 4.12: The results of analyzing hypotheses H1, H2, H3, H4, H5, H6, H8 Relationship Beta Standard T P Conclusion value coefficient Deviation Statistics H1: High performance 0,3021 0,0475 6,3572 0,0000 Supported work systems (HPWS) 0,2100 0,0540 3,8855 0,0001 Supported → Service ability (SA) H2: Service ability (SA) → Business performance (BP) - 17 - Relationship Beta Standard T P Conclusion value coefficient Deviation Statistics H3: High performance 0,4115 0,0425 9,6759 0,0000 Supported work systems (HPWS) 0,1199 → Service orientation 0,3288 0,0542 2,2122 0,0270 Supported (SO) 0,1658 0,0516 6,3741 0,0000 Supported 0,0053 H4: Service orientation 0,0444 3,7316 0,0002 Supported (SO)→ Business performance (BP) 0,0476 0,1122 0,9106 Not Supported H5: High performance work systems (HPWS) → Service climate (SC) H6: Service climate (SC) → Business performance (BP) H8: High performance work systems (HPWS) → business performance (BP) when AMO mediates Source: Processing results from collected data The results of testing hypotheses H1, H2, H3, H4, H5, H6 are all accepted; Hypothesis H8 is not accepted 4.4.2 The results of testing the AMO hypothesis The results of testing hypotheses H7a, H7b, H7c of AMO intermediary in the relationship between HPWS and business performance Table 4.13: The results of testing intermediate variables Direct Indirect Total Intermediate Conclusion Relationship influence influence impact influence H7a: High Supported performance work Full systems (HPWS) - intermediary > Service ability 0,0634* (SA) 0,0053 0,173** -> Business performance (BP) H7b: High 0,0493** Full Supported performance work intermediary - 18 - Relationship Direct Indirect Total Intermediate Conclusion systems (HPWS) - influence influence impact influence Supported > Service orientation (SO) - 0,0545* Full > Business intermediary performance (BP) H7c: High performance work systems (HPWS) - > Service climate (SC) -> Business performance (BP) Note: *,** correspond to the 1% and 5% statistical significance levels Source: Processing results from collected data The research results show that service ability, service orientation and service environment are fully mediated in the relationship between HPWS and business performance 4.4.3 The results of moderator variable hypotheses The author continues to test hypotheses H9a, H9b of the dynamic environmental moderating variables in the relationship between HPWS and service ability and service ability with business performance Table 4.14: Results of analyzing dynamic environment (DE) moderating variable Relationship Beta Standard T P Conclusion value coefficient Deviation Statistics High performance 0,3021 0,0481 6,2868 0,0000 Supported work systems (HPWS) → Service 0,2100 0,0543 3,8707 0,0001 Supported ability (SA) 0,3681 0,0435 8,3393 0,0000 Supported Service ability (SA) → Business performance (BP) Dynamic environmental (DE)