Gender differences in the relationship between high-performance work system bundles and job satisfaction

Purpose This paper examines the differences in the positive relationship between high-performance work systems (HPWS) and job satisfaction according to employee gender. More precisely, the AMO framework, which decomposes such systems into ability-, motivation- and opportunity-enhancing human resource management (HRM) practices, was followed. Design/methodology/approach Hotel employees working in Tenerife (Canary Islands, Spain) were surveyed. In all, 363 usable responses were collected and analyzed using multigroup analysis with PLS-SEM. Findings The results showed a significant difference regarding the motivation-enhancing bundle of HRM practices; this bundle exerted a stronger positive effect on the job satisfaction of male employees than on that of their female counterparts. No significant differences between male and female employees were found in the effects of the ability- and opportunity-enhancing bundles on job satisfaction. Research limitations/implications The hypothesis that traditional gender roles would explain the differences in the positive relationship between the AMO bundles and job satisfaction was partially confirmed; presumably due to a weakening or changes in traditional gender roles. Practical implications The findings support the mutual gains perspective of HPWS, and also highlight the idea that the perception and experience of certain HPWS/AMO bundles might be shaped by gender. Originality/value To advance knowledge on how individual characteristics, particularly gender, affect employees' perceptions of HPWS, social role theory and role congruity theory were used to explain potential gender differences. This study also responds to recent calls for further research on the AMO framework in tourism and hospitality settings.