High-performance work practices and organizational performance: the mediating role of affective commitment and the moderating role of hierarchy culture in Islamic banks

Purpose This study examines the direct and indirect effects of high-performance work practices (HPWPs) on organizational performance through the mediating role of affective commitment by considering the moderating effects of hierarchy culture in the relationship between HPWPs and affective commitment. Design/methodology/approach The present study is based on a quantitative research design. Data were collected from employees working in Jordanian banks. Statistical analyses were conducted using Smart PLS 3.0 software. Findings The results reveal that high-performance work practices positively affect organizational performance and affective commitment. Also, affective commitment positively affects organizational performance. Moreover, the results show that the effect of high-performance work practices on organizational performance is positively mediated by affective commitment. In contrast, hierarchy culture shows a partial moderating effect on the relationship between high-performance work practices and affective commitment. Originality/value This study expands research on employees’ behavior, organizational performance and organizational culture by examining the mediating effects of affective commitment in the banking sector, specifically in Jordan, and analyzing the moderating role of hierarchy culture, which represents a key characteristic in Middle Eastern businesses. This is a significant contribution of this study, which provides valuable insights into management practices in emerging economies, particularly in culturally specific environments like Jordan.