Exploring the Linkage between Awareness and Perception of High-performance Work Practices with Employee Well-being at Workplace: A New Dimension for HRM

Abstract

The present study is an attempt to examine critical perspective of high-performance work system in Indian settings. As per critical perspective, high-performance work practices (HPWPs) may lead to increase in job demands and pressure, which, in turn, may result into poor employee attitudes and well-being. The article seeks to examine the perspective by exploring the direct linkage between HPWPs and employee well-being. Employee well-being is studied through three constructs, namely, employee commitment, job satisfaction, and work–life balance satisfaction. Data reveal direct statistical relationship between awareness and perception of employees with all three constructs of employee well-being. Thus the article statistically discards critical perspective and approves mutual gain perspective of high performance practices. Further managerial implications and theoretical contribution of the article is also discussed.

Isolationist versus Integrationist: An Indian Perspective on High-Performance Work Practices

“…The results are in accordance with various researches favouring an isolationist approach. Training programmes lead to favourable employee attitudes at work (Combs et al, 2006; Garg & Lal, 2015). Other authors have observed a positive association between performance-based pay and job satisfaction (Macky & Boxall, 2008).…”

Exploring High Performance Work Practices as Necessary Condition of HR Outcomes

“…Contrary to their point of view, RBV assume that the organizations within an industry possess characteristics which are imperfectly mobile, unique and idiosyncratic in nature. In line with this logic, a large number of researchers has revealed significant evidence of the linkage between HPWPs and organizational performance (see Bonias et al, 2010;Boxall & Macky, 2009;Garg & Kardam, 2015;Guy & Michel, 2007;Jiang et al, 2012;Purcell & Kinnie 2007;Simard et al, 2005;Zhang & Morris, 2014).…”

“…Jeong and Shin, 2017), perceived organizational support, (Tang et al, 2017), decentralization and delegation of authority to employees (Hunter & Hitt, 2001;Whitener, 2001;Wood, 1999), productivity, morale and value creation (Steigenberger, 2013), impetus to channelize occupational knowledge, skills and abilities in job role activities, employee commitment (Guthrie, Flood, Liu, & MacCurtain., 2009;Garg & Kardam, 2015;Sun et al, 2007;Razouk, 2011), employee well-being and less burnout (Fan et al, 2014), Innovation and profitability (Razouk, 2011;Zhang & Li, 2009), employee engagement (Ogbonnaya & Valizade, 2018), job satisfaction (Ogbonnaya & Valizade, 2018;Razouk 2011;Sun et al, 2007), productivity and profitability of employees (Kuhlmann et al, 2004;Datta, Guthrie, & Wright, 2005). The present paper tends to specifically explore the relationship between HPWPs and employee commitment, job satisfaction and employee well-being.…”

“…Employee regards HR practices as personal interventions of employers for the welfare of the employees and hence positive attitude towards the firm is a natural outcome (Garg & Punia, 2016). Several authors (Appelbaum, Bailey, Berg, & Kalleberg, 2000;Garg & Kardam, 2015;Kumar, 2018) have reported positive association between HPWPs and job satisfaction. The present study tries to take studies on HPWPs to next level through exploring relationship with the help of NCA.…”

The Turnover Intention in Telecommunication Company: The Importance Role of Effective Human Resource Practices and Affective Organizational Commitments as Antecedents

“…Managing labor through effective HRM practices is a vital element of the company. Various studies conducted in the several countries show that good HRM will increase job satisfaction and organizational commitment (Garg and Lal, 2016;Mayes et al, 2016;Tang et al, 2006), encourage employees to become more involved with work and organization (Marescaux et al, 2013), increase work-life balance (Anshuja and Sodhi, 2015), reinforce the perception of organizational support (Tang et al, 2006), reduce employee turnover intentions (Shuck et al, 2014), and finally can encourage employee performance improvement (Khoreva and Wechtler, 2018).…”