High-performance work systems and burnout: the moderating role of mindset and the need for achievement

Abstract

Purpose Drawing from the conservation of resources (COR) theory, this paper aims to examine the interaction among high-performance work systems (HPWS), growth mindset and need for achievement to explain burnout among employees. Design/methodology/approach The authors used SPSS PROCESS to test the research model on a sample of 341 employees from the manufacturing sector. The authors followed random sampling process to select organizations and employees within the organization. Findings The findings reveal a positive relationship between HPWS and job burnout. The study also confirms the interactive effect of HPWS, growth mindset and the need for achievement on burnout. Research limitations/implications The study explains the boundary conditions of HPWS and resolves the discrepancy associated with the negative effect of HPWS on employees. The results both confirm and expand the COR theory. Originality/value This is the first study to reveal the role of individual characteristics in understanding the positive relationship between HPWS and burnout. The study points out that the belief system and how need for achievement influence resource conservation strategies.

High-performance work system and knowledge hoarding: the mediating role of competitive climate and the moderating role of high-performance work system psychological contract breach

“…However, because such resource is contingent upon performance, they are not sustainable. In addition, performance management involves setting increasingly challenging targets and therefore, increases job demand (Agarwal, 2021; Fan et al. , 2018).…”

“…Specifically, besides trying to avoid potential or actual loss of valuable resources, people may also invest resource in order to obtain resource gain (Hobfoll, 1989). While previous works proposed that HPWS increase resources of employees (Babic et al, 2019;Van De Voorde and Beijer, 2015), others argued that it also requires a significant investment of employees' resources such as psychological resource (Agarwal, 2021). Because resource loss is more salient than resource gain (Hobfoll, 2011), the employees may perceive potential net resource loss under the coverage of HPWS.…”

“…However, because such resource is contingent upon performance, they are not sustainable. In addition, performance management involves setting increasingly challenging targets and therefore, increases job demand (Agarwal, 2021;Fan et al, 2018). In situations that rising job demand is inevitable, coupled with possible deterioration of resource, fear of net resource loss is likely to occur.…”

“…While HPWS can be a source of resource available to everyone in the organization, individual knowledge is unique to the person who owns it. Under the pressure of HPWS implementation, it is more difficult for the individual employee to gain resource (Agarwal, 2021). In addition, Hobfoll (2011) asserted that in circumstances that loss is evidenced, it is difficult to create or maintain cycles of resource gain.…”

“…Second, the current research also proposes the role of competitive climate as a mechanism through which HPWS influences knowledge hoarding. Because HPWS is performance driven, the employees, who are covered by HPWS may be placed under the pressure of high workload, tight deadlines, and higher responsibility (Agarwal, 2021). In addition, it is likely that employees covered by HPWS practices experience differential reward, comparison of performance and status, which lead to the perception of competitive climate (Fletcher et al, 2008).…”