High performance work system's analysis at Jaume I and Valencia Universities: The case of adjunct professors

Abstract

The objective of this study is two folded: on the one hand it is intended to shape the high performance work systems (HPWS) theoretical background by having a look at their effects on affective commitment, job satisfaction, performance, turnover intentions and innovation, and on the other hand it endeavours to investigate the adjunct professors’ situation at Jaume I and Valencia Universities. Therefore, a total number of 98 participants answered a questionnaire sent via email which contained questions related to HPWS dimensions (selective staffing, comprehensive training, developmental performance appraisal, equitable reward system, performance-based pay), job satisfaction and turnover intentions. As such, a brief analysis of the descriptive data is provided as well as of the distinct differences in variables such as gender, age, and seniority. Moreover, correlations between HPWS dimensions (equitable reward system and performance-based pay) with job satisfaction and turnover intentions variables were carried out. Results show that adjunct professors working at these two universities are very dissatisfied with pay levels in their units. However, adjuncts aged less than 30 years old and those who have worked for 2 years at these two universities feel a greater sense of involvement and job security than the rest of the groups. Furthermore, two significant correlations were found: between performance-based pay and job satisfaction, which leads to the conclusion that if adjunct professors perceive that their wages and promotions are more tied to individual performance, they feel more satisfied; and between each job satisfaction item and turnover intention which is conducive to saying that when adjunct professors sense the possibility of knowing people, having influence, job security and job satisfaction, they are less likely to leave.