Cross‐level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice

Abstract

In this cross-level study, we examine the mediating influence of employee perceptions of the fairness of human resource practices associated with the high-performance work systems model. Data were collected from 187 employees in three companies in Ireland. Using cross-level analyses, employee perceptions of distributive, procedural and interactional justice were found to mediate the relationship between high-performance work systems and job satisfaction, affective commitment and work pressure. The findings also point to a 'management by stress' HPWS relationship, suggesting diminished employee well-being, less satisfaction and lower commitment. The research adds to our understanding of the mechanisms through which human resource practices influence employee outcomes and contributes to debates that move beyond the polemic high versus low employee well-being debates of HRM. The discussion reviews the theoretical and practical implications of these results. Contact:

The paradoxical mechanisms of high‐performance work systems (HPWSs) on perceived workload: A dual‐path mediation model

“…Datta et al () defined HPWSs as a coherent set of “HR practices designed to enhance employees' skills, commitment, and productivity in such a way that employees become a source of sustainable competitive advantage” (p. 136). Following Heffernan and Dundon (), HPWSs include practices of “(a) sophisticated selection and training, (b) behaviour‐based appraisal, (c) contingent pay, (d) job security and (e) employee involvement” (p. 212). Experienced‐HPWSs represent individuals' awareness of the degree to which HPWS practices are actually implemented (Aryee et al, ; Liao et al, ).…”

“…Finally, this study was performed in the relatively under‐researched culture of China. Most research on the negative effects of HPWSs has been performed in Western countries and regions, including the Netherlands (Kroon et al, ), Sweden, and Finland (Ehrnrooth & Björkman, ); Wales (Jensen et al, ); and Ireland (Heffernan & Dundon, ). We hope that our findings extend the generalisability of the theory to examine the paradoxical mechanisms of HPWSs in an Asian culture.…”

HRM, climate and employee well-being: comparing an optimistic and critical perspective

“…By differentiating between happiness and health-related well-being we build upon recent studies on HRM and well-being (e.g. Heffernan & Dundon, 2016), which have demonstrated that HRM practices might have contradictory effects on both types of well-being (Van De Voorde et al, 2012). This research is conducted in a Long-Term Care setting in the Netherlands.…”

How can competitiveness be achieved in post-crisis Europe: deregulating employment relations or enhancing high performance work practices?

“…Although the links between progressive human resources (HR) practices and firm performance resemble more of a 'black box', due to the various factors that mediate the relationship (Chowhan, 2016;Hefferman and Dundon, 2016;Jiang et al, 2013), it is largely acknowledged that 'high road' HR practices may be correlated with positive organisational outcomes. Hence, the HPWS literature suggests that certain work practices have positive effects on individual and group productivity, because they improve, among others, the organisational climate, motivation, employee empowerment, loyalty and commitment, and lower turnover rates, (Camps and Luna-Arocas, 2009;Shin and Konrad, 2014;Tregaskis et al, 2013).…”