Cross‐level effects of high‐performance work practices on burnout

Kroon, Brigitte; Voorde, Karina Van De; Veldhoven, M.J.P.M. van

doi:10.1108/00483480910978027

Cited by 195 publications

(286 citation statements)

References 40 publications

(52 reference statements)

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“…Aligning HPWP with the leader's vision in such circumstances may reflect what critical authors have described as a managerial strategy designed to control employees in order to drive performance (Kroon et al, 2009;Ramsay et al, 2000).…”

Section: What If Transformational Leadership and Hpwp Are Misapplied?mentioning

confidence: 99%

“…For instance, HPWP may be misapplied if enacted primarily to drive organizational performance at the expense of employee well-being (Ramsay et al, 2000;Kroon, Van de Voorde & Van Veldhoven, 2009). In such a situation, the employee might experience increased work intensification, and correspondingly, poor psychological health and well-being.…”

Section: What If Transformational Leadership and Hpwp Are Misapplied?mentioning

confidence: 99%

“…Employees are assured of the stability of their employment Ichniowski et al, 1997;Combs et al, 2006;Sun et al, 2007;Gong et al, 2009;Jiang et al, 2012 Performance appraisal Assessing employees' job performance periodically based on a set of organizational criteria White et al, 2003;Beltrán-Martín et al, 2008;Gong et al, 2009;Wood and De Menezes, 2011;Wood et al, 2012 Career opportunities Employees have opportunities (e.g., through promotion) to progress in their job and career Huselid, 1995;Gould-Williams, 2003;Macky & Boxall, 2007;Kroon et al, 2009;Jiang et al, 2012 Compensation pay Employees are offered equitable payments such as profitsharing or pay for performance, Whitener, 2001;Gould-Williams, 2003;Macky & Boxall, 2007;Gong et al, 2009;Takeuchi et al, 2009;Wood et al, 2012 Grievance procedures Workplace has standard procedures for airing and resolving complaints and grievances Huselid, 1995;Ramsay et al, 2000;Takeuchi et al, 2009;Wood and De Menezes, 2011;Combs et al, 2006 Employee representation Formal structures for representing and promoting the interests of employees Ichniowski et al, 1997;Ramsay et al, 2000;Edwards and Wright, 2001;Wood and De Menezes, 2011 Opportunity-enhancing practices Task autonomy Employees' have direct influence over how to carry out their job tasks and responsibilities Ramsay et al, 2000;Barling et al, 2003;Wood and De Menezes, 2011;Wood et al, 2012 Task clarity and variety Employees have clearly defined job tasks with meaningful levels of variety on the job MacDuffie, 1995;…”

Section: Motivation-enhancing Practicesmentioning

confidence: 99%

See 2 more Smart Citations

"Transformational Leadership, High Performance Work Practices, and an Effective Organization"

Ogbonnaya

Nielsen

2016

AMPROC

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Although transformational leadership is touted as an important approach for improving employee well-being and an effective organization, very little is known about how its key principles can be manifested through specific Human Resource Management (HRM) systems. This is unsatisfactory as leadership is pertinent to the management of human resources and many HRM researchers and practitioners would benefit from a theoretical understanding of how effective leadership principles can be strengthened by HRM systems.This review paper discusses the ways in which transformational leadership can be applied in tandem with a particular type of HRM system, High Performance Work Practices (HPWP).The paper explores the role of HPWP as a mechanism for accentuating the transformational leader's positive impact on employee well-being and organizational performance. The contribution of this paper is to link a contemporary leadership theory to HRM and generate insights that will lead to empirical research.

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Section: What If Transformational Leadership and Hpwp Are Misapplied?mentioning

confidence: 99%

Section: What If Transformational Leadership and Hpwp Are Misapplied?mentioning

confidence: 99%

Section: Motivation-enhancing Practicesmentioning

confidence: 99%

See 1 more Smart Citation

"Transformational Leadership, High Performance Work Practices, and an Effective Organization"

Ogbonnaya

Nielsen

2016

AMPROC

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“…However, a high score for intensity at the organisational level can result from the application of practices for most employees, or the application of some practices for all employees (Kroon et al 2009). Given this potential uncertainty, two additional indicators were included.…”

Section: Bundles Of Hpwpsmentioning

confidence: 99%

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

2012

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High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, as reflected in the size of the company, and on strategic decision-making in small firms related to the owner's expertise and attitudes. In our research, a total of 211 employees from 45 small organisations were asked to rate the presence of HPWPs in their organisation. These averaged perceptions were linked to information provided by the owner-managers on the size of their firm and their own expertise and attitudes. The findings support that smaller but coherent bundles of HPWPs can be found in small organisations and that the implementation of these bundles depends on available resources, strategic decision-making and the combination of the two. These findings highlight the need to integrate the notions of resource poverty and strategic decision-making to understand the uptake of bundles of HPWPs within small firms.Keywords High performance work system Á Entrepreneurial orientation Á Small firms Á Human resource management Á Resource poverty Á Strategic decision making Á Best-practice awareness Á Innovative HR vision

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“…Four HR attributions, namely service quality, employee well-being, cost reduction, and exploiting employees were measured using the construct by Nishii et al (2008). Each of these HR attribution items were measured with each of the five HR practices, as in the study by Kroon et al (2009): Selectivity in hiring, employee development and career opportunities, rewards, performance evaluation, and participation and communication. An example question is as follows: "This unit provides employees with the training that it does in order to help the employees deliver quality service to customers."…”

Section: Methodsmentioning

confidence: 99%

The Link between HR Attributions and Employees’ Turnover Intentions

Tandung

2016

GADJAH MADA INT. J. BUS.

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Human Resources Management (HRM) is part of the organizational functions that contribute to the effectiveness of a firm's performance, and brings an organization a competitive advantage through the implementation of its Human Resources (HR) practices. HR practices adopted by management are perceived or attributed subjectively by individual employees, and can in turn affect the emp loyees' attitudes and behavior (e.g. Job satisfaction and turnover intention). The purpose of this study is to contribute to the process-based approach by investigating the effect of HR attributions on turnover intentions, with job satisfaction playing a mediating role. The analysis is on the individual level, with 454 respondents from various organizations within the Netherlands. The results show that HR attributions can affect the turnover intention, through the presence of job satisfaction. Thus, it can be said that it is important to always consider the employees' attitudes and behavior when examining their perception of HR practices, and in predicting their intention to leave. Abstrak:Manajemen sumber daya manusia (MSDM) adalah bagian fungsi organisasi yang berkontribusi pada keefektifan kinerja perusahaan dan juga merupakan sumber keunggulan kompetitif organisasi yang dicapai melalui implementasi praktik-praktik pengelolaan sumber daya manusia (SDM). Berbagai praktik pengelolaan SDM yang d iadopsi oleh manajemen dipersepsikan atau diatribusikan secara subjektif oleh para karyawan, dan selanjutnya hal ini dapat mempengaruhi sikap dan perilaku karyawan (misalnya: kepuasan kerja dan intensi untuk keluar). Penelitian ini bertujuan untuk berkontribusi pada pendekatan berbasis proses dengan menginvestigasi efek atribusi SDM terhadap intensi keluar, dengan menggunakan kepuasan kerja sebagai variabel pemediasi. Analisis penelitian ini dilakukan pada tingkat individual dengan menggunakan 454 responden yang bekerja pada berbagai perusahaan di Belanda yang bergerak di beragam sektor industri. Hasil penelitian menunjukkan bahwa atribusi SDM mempengaruhi intensi untuk keluar dari perusahaan, hanya jika hubungan tersebut dimediasi oleh kepuasan kerja. Oleh karena itu, sangat penting untuk mempertimbangkan sikap dan perilaku karyawan, ketika menganalisa bagaimana persepsi mereka terhadap praktik-praktik pengelolaan SDM, dan memprediksi intensi mereka untuk keluar dari perusahaan.

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Cross‐level effects of high‐performance work practices on burnout

Cited by 195 publications

References 40 publications

"Transformational Leadership, High Performance Work Practices, and an Effective Organization"

"Transformational Leadership, High Performance Work Practices, and an Effective Organization"

High performance work practices in small firms: a resource-poverty and strategic decision-making perspective

The Link between HR Attributions and Employees’ Turnover Intentions

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