The human resource management (HRM) literature supports the idea that coherent systems of HRM practices can induce attitudinal effects when perceived subjectively by employees. Recently, scholars have proposed that subdimensions of HRM systems exist and account for variance in outcomes. This study explores differential effects of three subdimensions of HRM systems (skill‐, motivation‐, and opportunity‐enhancing HRM practices) on employee innovative behaviours and well‐being. Our predictions are based on the mutual gains perspective, which specifies positive relationships between HRM practices and employee performance, and the conflicting outcomes perspective that links HRM practices to higher job demands and stress. Using data from the Finnish 2012 Practices of Working Life Survey, we find support for both the mutual gains and conflicting outcomes perspectives; however, we also show that the effects of the subsets of HRM practices are heterogeneous.

This study examines the mediating role of employee outcomes in terms of the relationship between High Performance Work Practices (HPWP) and organizational performance. The study presents a 2-1-2 multilevel meditation model in which HPWP and organizational performance (staff absenteeism and patient satisfaction) are measured at the organizational level (Level-2), and employee outcomes at the individual level (Level-1). Using secondary data from the British National Health Service, evidence was found for a direct positive relationship between HPWP and employee outcomes (job satisfaction and employee engagement). Both job satisfaction and employee engagement mediated a negative relationship between HPWP and staff absenteeism, but the positive relationship between HPWP and patient satisfaction was mediated by job satisfaction only. We outline the research methodology and discuss practical implications for our findings.

Bottom-line mentality (BLM) describes a one-dimensional frame of mind revolving around bottom-line pursuits, which pervades most organizations today. But how does working with high BLM supervisors affect employees’ functioning both at work and at home? Guided by this question, we draw on social information processing theory and insights from the person-environment fit literature for a nuanced understanding of the effects of supervisor BLM. Using data from two field studies conducted in China (340 employees) and the United States (174 employees), we find that supervisor BLM increases employee perceptions of a competitive climate that ultimately increases employee thriving at work and insomnia outside work. We further find that employee trait competitiveness moderated the indirect relationship (via perceived competitive climate) between supervisor BLM and thriving at work but not for insomnia; employees high (versus low) in trait competitiveness were found to thrive at work under the competitive climate stimulated by high BLM supervisors. Taken together, our findings highlight the need for organizational leaders to be cautious of being too narrowly focused on bottom-line outcomes and aware of the wider implications of BLM on different domains of their employees’ lives.

We investigate the positive relationships between High Performance Work Practices (HPWP) and employee health and well-being, and examine the conflicting assumption that high work intensification arising from HPWP might offset these positive relationships. We present new insights on whether the combined use (or integrated effects) of HPWP has greater explanatory power on employee health, well-being, and work intensification compared to their indicate that the combined use of HPWP may be sensitive to particular organizational settings, and may operate in some sectors but not in others.Key words: High performance work practices, human resource management, employee health, well-being, and work intensification. 2 IntroductionHigh Performance Work Practices (HPWP) are a set of unique but interdependent Human Resource Management (HRM) practices aimed at developing a more effective organization. They typically include training, team working, job autonomy, and practices that optimize employees' skills, motivation, and opportunity to exert discretionary effort (Appelbaum, Bailey, Berg & Kalleberg, 2000). The mainstream view holds that HPWP promote positive employee outcomes such as job satisfaction, commitment, trust, and psychological health (Van De Voorde, Paauwe & Van Veldhoven, 2012); however, studies investigating the ways in which HPWP might be detrimental to employees are generally scarce.Researchers have paid little attention to understanding the relationship between HPWP and work intensification (i.e., the feeling that work is more intense), and how this might offset any positive link between HPWP and employee health and well-being. Thus, the question of whether HPWP impact positively on employees' experiences of work, or are used as a managerial ploy to exploit employees, is unclear. The present study seeks to address these issues by examining data from the 2004 British Workplace Employment Relations Survey (2004 WERS), and comparing findings to data from the 2010 British National Health Service (NHS) Staff survey. The study investigates the extent to which employees' reaction to HPWP as described in the context of a nationally representative sample is comparable to a more specific context, the public healthcare sector.A common theme in HPWP research is that individual HRM practices should be used together in coherent bundles (integrated effects), rather than independently (isolated effects), to achieve a better impact on outcomes. But is there strong analytic evidence for this assumption? In fact, little progress has been made since Ichniowski, Shaw and Prennushi's (1997) seminal study in gathering evidence on whether HPWP have greater explanatory power on outcomes if analyzed in combination, rather than in isolation. To our knowledge, no study 3 has systematically compared the integrated and isolated effects of HPWP on employee health and well-being in a single analysis. This is unsatisfactory as one cannot identify best practices in the HPWP-employee health or well-being relationship without examin...

High-involvement management was introduced as a means of overcoming economic crises, but it has been argued that the inevitability of cost-cutting measures when organizations