Author(s)

Zheng Lifang ^1,2, Dhakir Abbas Ali ¹

Affiliation(s)

¹ Management Faculty of Business and Accountancy, Lincoln University College, Petaling Jaya, Selangor, 47301, Malaysia
² Hong Kong Zorio International Limited, Hong Kong, China

Corresponding Author

Zheng Lifang

ABSTRACT

"Healthy China" strategy points out that a reasonable high performance management system can make employees better use of development opportunities, help employees better perceive their own growth, mobilize employees' enthusiasm for work, and make employees feel happy.The high performance management system can achieve high organizational performance through scientific management means such as recruitment, selection, training and promotion, which is bound to bring some pressure and challenges to employees at work. How to strike a balance between high performance management and happiness requires self-efficacy as an intermediary adjustment.Every enterprise has the need to establish a high performance management system, but it is difficult to grasp the specific implementation process, resulting in different effects.The research object of this paper is an electronic manufacturing company in Japan, and the operation of the enterprise's high performance management system, as well as the employees' self-efficacy and happiness experience are investigated by questionnaires.Based on this, this paper studies the relationship between high performance management system and employee happiness by focusing on the mediating role of self-efficacy, analyzes the correlation between self-efficacy, high performance management system and happiness, and explores how high performance management system can improve employee self-efficacy and how to use self-efficacy as an intermediary to improve employee happiness.

KEYWORDS

High performance management system; Happiness; self-efficacy

CITE THIS PAPER

Zheng Lifang, Dhakir Abbas Ali, Research on High Performance Management System and Employee Happiness Based on the Mediating Role of Self-Efficacy. Journal of Human Resource Development (2024) Vol. 6: 1-7. DOI: http://dx.doi.org/10.23977/jhrd.2024.060201.

REFERENCES

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