There is a lack of consensus on the role of employee well‐being in the human resource management–organizational performance relationship. This review examines which of the competing perspectives –‘mutual gains’ or ‘conflicting outcomes’– is more appropriate for describing this role of employee well‐being. In addition, this review examines whether study attributes such as the measurement of key variables, the level of analysis and the study design affect a study's outcomes. The review covers 36 quantitative studies published from 1995 to May 2010. Employee well‐being is described here using three dimensions: happiness, health and relationship. The main findings are that employee well‐being in terms of happiness and relationship is congruent with organizational performance (mutual gains perspective), but that health‐related well‐being appears to function as a conflicting outcome. Directions for future research and theoretical development are suggested.

This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThe relationship between organizational performance and two dimensions of the widely known 'high performance work system' -enriched job design and high involvement management (HIM) -is assumed to be mediated by worker well-being.We outline the basis for three models: mutual-gains in which employee involvement increases well-being and this mediates its positive relationship with performance;conflicting outcomes which associates involvement with increased stress for workers that accounts for its positive performance effects; and counteracting effects which associates involvement with increased stress and dissatisfaction, and reduces its positive performance effects. These are tested using the UK's Workplace Finally, HIM is negatively related to job-related anxiety-comfort but this plays no mediating role in the link to performance. It is also unrelated to enriched job design. Keywords High involvement management Enriched job design Well-being Stress Job satisfaction Financial performance Labour Productivity Quality AbsenteeismMulti-level analysis 3Enriched job design, high involvement management and organizational performance:The mediating roles of job satisfaction and well-being Direct employee participation is one of the most widely advocated interventions for influencing organizational performance and worker well-being (Humphrey et al., 2007;Parker et al., 2001). It is central to modern organizational concepts such as Lawler's (1986) high involvement management (HIM), human resource management (HRM) (Guest, 1987), the mutual gains enterprise (Kochan and Osterman, 1994), and the high performance work system (Appelbaum et al., 2000;Benson and Lawler, 2003;Cappelli and Neumark, 2001).Two types of opportunity for direct participation are associated with these management models: a) the design of jobs that give their holders discretion, variety and high levels of responsibility; and b) organizational involvement methods that extend beyond the narrow confines of the job, such as teamworking, idea-capturing schemes and functional flexibility.Type a) is associated with the job redesign movement and the concept of job enrichment.Type b) is associated with the high involvement or commitment model that emerged out of this movement, particularly through its popularization by Lawler (1986) and Walton (1985).It is widely expected that these forms of employee involvement enhance the quality of individuals' working lives and their well-being and performance, and consequently the performance of organizations.Originating in the 1990s, following the emergence of high-involvement or highcommitment management, much of the research on workplace employment systems or HRM has concentrated on the performance effects of organization-level practices (e.g. Batt, 2002;Cappelli and Neumark, 2001;Huselid, 1995;MacDuffie, 1995;Wood and De Menezes, 2008). Involvement at the job level has, howe...

The number of people working from home (WFH) increased radically during the coronavirus (COVID-19) pandemic. The purpose of this study was therefore to investigate people’s experiences of WFH during the pandemic and to identify the main factors of advantages and disadvantages of WFH. Data from 29 European countries on the experiences of knowledge workers (N = 5748) WFH during the early stages of lockdown (11 March to 8 May 2020) were collected. A factor analysis showed the overall distribution of people’s experiences and how the advantages and disadvantages of WFH during the early weeks of the pandemic can be grouped into six key factors. The results indicated that most people had a more positive rather than negative experience of WFH during lockdown. Three factors represent the main advantages of WFH: (i) work–life balance, (ii) improved work efficiency and (iii) greater work control. The main disadvantages were (iv) home office constraints, (v) work uncertainties and (vi) inadequate tools. Comparing gender, number of children at home, age and managers versus employees in relation to these factors provided insights into the differential impact of WFH on people’s lives. The factors help organisations understand where action is most needed to safeguard both performance and well-being. As the data were collected amidst the COVID-19 pandemic, we recommend further studies to validate the six factors and investigate their importance for well-being and performance in knowledge work.

The "need for recovery scale" is suggested as an operationalisation for the measurement of (early symptoms of) fatigue at work. Definition of and background on the concept of need for recovery are briefly discussed. Details about scale construction are summarised. Correlations with other relevant measurement scales on fatigue at work are presented to validate the operationalisation claim, as are early results on predictive validity. A study is presented that further investigates the measurement quality and validity of the scale. The data used in this study were collected by Occupational Health Services for 68 775 workers during the period 1996-2000. Comparing the measurement quality of subgroups (Cronbach's alpha) differing in terms of age class, sex, and education level, the general applicability of the scale was shown. The validity of the scale was studied by analysing its association with psychosocial risk factors. Multiple regression analyses of need for recovery were performed on individual and department level data, using 10 psychosocial job characteristics as independent variables. The two most important factors in the explanation of variance at the individual level were also dominant at the department level: pace and amount of work, and emotional workload. The percentage of explained variance was higher at the department level than at the individual level, and increased with department size. Results suggest that the need for recovery scale is an adequate scale, both for applications at the individual and at the group (department/organisation) level.

In multilevel modeling, one often distinguishes between macro-micro and micro-macro situations. In a macro-micro multilevel situation, a dependent variable measured at the lower level is predicted or explained by variables measured at that lower or a higher level. In a micro-macro multilevel situation, a dependent variable defined at the higher group level is predicted or explained on the basis of independent variables measured at the lower individual level. Up until now, multilevel methodology has mainly focused on macro-micro multilevel situations. In this article, a latent variable model is proposed for analyzing data from micro-macro situations. It is shown that regression analyses carried out at the aggregated level result in biased parameter estimates. A method that uses the best linear unbiased predictors of the group means is shown to yield unbiased estimates of the parameters.

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This study among 12,359 employees working in 148 organizations tested the interaction hypothesis of the Job Demands-Resources (JD-R) model. Accordingly, employees endorse most positive work attitudes (task enjoyment and organizational commitment) when job demands and job resources are both high. Results of moderated structural equation modeling analyses provided strong support for the hypothesis: 15 of the 16 hypothesized interactions were significant for task enjoyment and 13 of the 16 interactions were significant for organizational commitment. Job resources (skill utilization, learning opportunities, autonomy, colleague support, leader support, performance feedback, participation in decision making, and career opportunities) predicted task enjoyment and organizational commitment particularly under conditions of high job demands (workload and emotional demands). These findings clearly expand the Demand-Control model and support the JD-R model. Moreover, the results illustrate what managers can do to secure employee well-being.

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