Linking high‐performance work systems and employee well‐being: A multilevel examination of the roles of organisation‐based self‐esteem and departmental formalisation

2021 ◽  
Author(s):  
Honglei Wang ◽  
Yejun Zhang ◽  
Min (Maggie) Wan
Keyword(s):  
High Performance ◽  
Well Being ◽  
Self Esteem ◽  
Work Systems ◽  
High Performance Work Systems

Empowerment e intensificazione? Gli effetti dei nuovi sistemi di lavoro sui lavoratori1

2012 ◽  
pp. 45-75
Author(s):  
Torre Edoardo Della
Keyword(s):  
Economic Performance ◽  
High Performance ◽  
Well Being ◽  
Empirical Literature ◽  
New Work ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Sceptical View

The debate about the effects of new work systems - the so-called High Performance Work Systems (HPWS) - in terms of improving economic performance and productivity of the enterprise is rich in contributions and a substantial convergence is recorded in saying that, in the presence of a well thought-out and properly implemented system, the effects are positive. More neglected and controversial are the effects that these practices have for the well-being of workers. Through a review of theoretical and empirical literature on the topic, this paper analyses the traditional opposition between supporters of the "empowerment view" and supporters of the "intensification view". The former consider the HPWS such as win-win solutions for enterprises and workers, while the latter believe that the HPWS are a managerial expedient that aims to intensify the pace of work and the efforts required to workers. The results show that both positions are sustainable and attach to internal tensions related to HPWS (i.e. control/ discretion, responsibility/stress, etc.) the uncertainty of the results found from the literature. This interpretation finds in the intermediate "sceptical view" the more careful position to adopt and suggests to pay greater attention to the measurement adopted to analyze these relationships and to the characteristics of the employees and of the context in which HPWS are introduced. Finally, some directions for the development of future researches in this area are drawn.

High-Performance Work Systems, Employee Well-Being, and Service Performance

2017 ◽  
Vol 2017 (1) ◽  
pp. 10517
Author(s):  
Samuel Aryee ◽  
Hsin-Hua Hsiung ◽  
Hyun Young Jo ◽  
David E Guest
Keyword(s):  
High Performance ◽  
Well Being ◽  
Service Performance ◽  
Work Systems ◽  
High Performance Work Systems

Employee high-performance work systems-experience attributions of well-being and exploitation: a multilevel study of Greek workplaces

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia Katou
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Well Being ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Attitudes And Behaviors ◽  
Mediating Mechanisms ◽  
And Behaviors ◽  
The Relationship

PurposeThis paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and organizational performance through the serially mediating mechanisms of employee HPWS-experience attributions of well-being and exploitation, attitudes, and behaviors.Design/methodology/approachMultilevel structural equation modeling through Mplus was applied to a sample of 1,112 employees working at 158 Greek organizations.FindingsThe modeling's findings indicate that the serially mediating mechanism of employee HPWS-experience attributions of well-being, attitudes and behaviors improves organizational performance. Meanwhile, the serially mediating mechanism of employee HPWS-experience attributions of exploitation, attitudes and behaviors was found to weaken organizational performance.Practical implicationsThis study shows that, to improve employees' well-being and weaken employee exploitation through employees' HPWS-experience attributions, senior and line managers should gain competencies and communication skills through training and development programs, successfully communicating HPWS messages to employees.Originality/valueThis study may be the first study to elucidate the serially mediating mechanisms of employees' well-being and exploitation through employees' HPWS-experience attributions, attitudes and behaviors in the relationship between HPWSs and organizational performance.

Examining the effects of workplace well-being and high-performance work systems on health harm: a Sustainable HRM perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bharat Chillakuri ◽  
Sita Vanka
Keyword(s):  
High Performance ◽  
Negative Impact ◽  
Well Being ◽  
Work Intensity ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices ◽  
Study Results

Purpose This paper aims to provide an empirical investigation into the mediating role of high-performance work systems (HPWS) on health harm (HH). The study also examines the negative moderated role of workplace well-being (WW) and its indirect effect on work intensification (WI) and HH. The paper highlights the implications of the HH on individuals, organizations, families and societies and recognizes the need for sustainable human resource management (HRM) practices that drive employee well-being, thereby reducing the HH. More importantly, the study extends the understanding of sustainable goals through sustainable HRM. Design/methodology/approach Data was collected using four established scales. The data collected from 324 executives were analyzed using the SPSS 25.0 Version and AMOS 21.0. Findings The study results confirmed that WW practices reduce the adverse effects arising out of HPWS and WI. The results proved that WI is positively related to HH, and that WW moderates the relationship between HPWS and HH such that HPWS is more positively associated with HH when the WW is low compared to when WW is high. Research limitations/implications The data were collected from executives working in Information Technology (IT) organizations in India. The findings and the implications may not be generalized to other industries, as the data is collected from IT professionals. Practical implications The study highlights the need for organizations to develop sustainable HRM practices to minimize the HH of work. Organizations should implement well-being interventions and develop activities that promote an individual’s mental and physical well-being alongside limiting work intensity. Originality/value HRM Literature reveals the positive effect of HPWS that it engages employees to achieve a competitive advantage to the firm. However, this study examines and empirically proves the negative impact of HPWS on employee health and well-being.

High performance work systems, employee well-being, and job involvement: an empirical study

2016 ◽  
Vol 45 (2) ◽  
pp. 296-314 ◽  
Author(s):  
Liang-Chih Huang ◽  
David Ahlstrom ◽  
Amber Yun-Ping Lee ◽  
Shu-Yuan Chen ◽  
Meng-Jung Hsieh
Keyword(s):  
Positive Psychology ◽  
High Performance ◽  
Job Involvement ◽  
Well Being ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Important Addition ◽  
And Performance ◽  
Hr Managers

Purpose – Given the importance of high performance work systems (HPWS) with respect to firm competitive advantage, this paper holds that the contribution of HPWS toward the desired outcomes for organizations may depend significantly on employee job involvement. Underpinning the argument of happy workers being productive, the purpose of this paper is to propose the critical mediator of employee well-being to explain the hypothesized multilevel relationship between HPWS and job involvement. Design/methodology/approach – The authors distributed questionnaires to the target participants. Data collected from 451 employees and 50 HR managers/professionals of 50 firms in the three major industrial categories of manufacturing, finance, and service in Taiwan. Findings – This study identifies the significance of employee well-being by incorporating the theories of planned behavior and positive psychology and provides empirical evidence for the cross-level influence of HPWS on employee well-being and job involvement. Originality/value – This study incorporates the perspective of positive psychology as an important addition to research on SHRM and performance by highlighting employee well-being as a key mediator of SHRM and job involvement.

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