Jody Hoffer Gittell

In this paper we explore a causal mechanism through which high performance work systems influence performance outcomes. We propose a model in which a particular type of high performance work system - a relational work system - enhances organizational performance by creating a framework that encourages the development of social capital between employees who perform distinct functions. In a nine-hospital study of patient care, we show that the adoption of a relational work system predicts high levels of social capital among doctors, nurses, physical therapists, social workers and case managers in the form of relational coordination, in turn predicting quality and efficiency outcomes for patients. Results suggest that this social capital model of high performance work systems is a promising counterpart to models that focus on employee skills or commitment, and further suggest the potential for relational work systems to recognize and support the interdependent nature of work.