The impact of high involvement work processes on organizational effectiveness - A second-order latent variable approach

Using a second-order latent variable approach with 3,570 participants acros s 49 organizations, the current study examined the impact of high involveme nt work processes upon organizational effectiveness. Using a structural mod el of higher order influences, and taking into consideration mixed-level ef fects, the analyses supported a model in which a collection of organization al practices positively influenced high involvement work processes. In turn , the high involvement processes influenced organizational effectiveness (d efined through return on equity [ROE] and turnover)both directly and indire ctly through positive influence on employee morale. The implications of the se findings for expanding this perspective of high involvement are presente d as well as issues needing immediate attention in the research literature.