“…While many studies over the past three decades have shown that High Performance Work Systems (HPWS) may benefit employers since they increase organizational performance by eliciting employee discretionary behaviors and employees in turn exhibit discretionary efforts (e.g., Berg, Kalleberg, & Appelbaum, 2003;Takeuchi, Chen & Lepak, 2009;Zatzick & Iverson, 2011;Elorza, Harris, Aritzeta, & Balluerka, 2016;Shin & Konrad, 2017), there are claims that HPWS can also (adversely) work at the cost of employee outcomes. The rationale behind this suggestion is that by their very nature HPWS could push employees to work harder to raise productivity at the cost of their well-being (e.g., Ramsay, Scholaris & Harley, 2000;Wood & De Menezes, 2011;Jensen, Patel & Messersmith, 2013, Van De Voorde & Jensen, 2016Misra, 2018). Another view which is based on the AMO Model (Appelbaum et al, 2000) suggests that when employees are encouraged to use their Abilities when given Opportunities to do so, and when they are Motivated, their performance outcome is not an end to their benefit, rather they are used for the benefit of the organization and not for their well-being (Boxall, Guthrie & Paauwe, 2016;Guest, 2017).…”