Cross‐level effects of high‐commitment work systems on work engagement: the mediating role of psychological capital

This study integrates theories from strategic human resource management and the job demands – resources model and focuses on exploring the cross‐level relationship between high‐commitment work systems and work engagement. It includes further investigation into whether the emerging core construct of positive psychological capital plays a role in mediating the effects of high‐commitment work systems on work engagement. Data were collected from multiple sources, including 94 managers and 344 service employees at 47 stores in Taiwanese retail chain enterprises. The study's results show that high‐commitment work systems are positively correlated with work engagement and mediate work engagement through psychological capital. The implications of this research and possible limitations and directions for future research are then discussed.