High-performance work systems (HPWS) are critical for fostering an effective and efficient environment for superior organizational outcomes. HPWS have been positively linked with various outcomes like employee engagement, productivity, organizational performance, job satisfaction, and employee commitment. However, past literature has scant research on mediators that link HPWS with its outcomes. Therefore, this article investigates how HPWS impacts the affective commitment (AC) of employees. By utilizing social exchange theory (SET), we propose that HPWS positively impacts AC through the mediating role of job embeddedness (JE). Further, drawing from organizational support theory, it is also postulated that the relationship between HPWS and AC is mediated by perceived organizational support (POS). We surveyed 332 full-time employees. The analysis utilized structural equation modeling. The findings state that JE and POS mediate the impact of HPWS on employees’ AC. The contribution of the study lies in explaining the mechanisms through which HPWS leads to AC among employees. The study gives organizations the valuable knowledge that HPWS is a widely used framework, and organizations should concentrate on its successful implementation. The study offers managers valuable insights into the significance of effectively adopting HPWS.
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