High-performance work systems and employee outcomes in Indian call centres: a mediation approach

Abstract

This study empirically examines the relationships between high performance work systems (HPWS) and four employee outcomes-job satisfaction, employee engagement, presenteeism and wellbeing in Indian call centres. Design/methodology: A path model is developed to investigate the direct and mediation effects between the assessed variables. The study utilised a survey of 250 call centre employees working in five business process management firms based in India. Findings: The findings indicate that HPWS have a positive relationship with job satisfaction, engagement, and wellbeing. Job satisfaction also had a positive relationship with engagement and presenteeism, and engagement was positively related to presenteeism and wellbeing. However, there was no significant direct effect of HPWS on presenteeism. Mediation analysis showed that HPWS has an indirect effect on wellbeing via engagement and also via job satisfaction and engagement combined. Research implications: HPWS significantly increases job satisfaction and employee engagement and indirectly influences employee wellbeing via these outcomes. However, job satisfaction and employee engagement was also found to increase presenteeism, which in turn can reduce employee wellbeing. These findings contribute to HPWS theory and the literature on employee wellbeing and have implications for HR personnel and call centre management. Originality/value: Given the well-established challenges with employee retention in Indian call centre environments, one solution may be the adoption of a more strategic approach to HRM using HPWS. Such an approach may enhance employees' perceptions that HPWS practices would have a positive influence on job satisfaction, employee engagement and employee wellbeing.

Perceived diversity and employee well-being: mediating role of inclusion

“…As people spend more time on work-related activities, how employers demonstrate their commitment to the health and well-being of their workforce becomes important. There is evidence for tangible benefits of high well-being on various individual and organizational outcomes (Ananthram et al, 2018;Taris and Schreurs, 2009). Given the costs associated with discounting soft metrics of business, it is pertinent for organizations to invest in EWB for overall competitive advantage.…”

“…This contradiction in the diversity purpose and diversity effects forms the basis for the present study. Well-being is cited not only as what employees seek but also as contributing to organizations in terms of employee performance and overall productivity (Ananthram et al, 2018;Huang et al, 2016). Given the evidence of diversity's adverse effects on affect-related employee outcomes, how diversity can enhance employee well-being (EWB) is a challenge for effective human resource management.…”

Gender and job performance: linking the high performance work system with the ability–motivation–opportunity framework

“…This progressiveness is demonstrated in high levels of practices that typify the high performance work system (HPWS) (for example, autonomy, egalitarianism, participation and empowerment) being operationalised in New Zealand workplaces (Macky and Boxall, 2008; Markey et al , 2015). As the HPWS has been comprehensively discussed in the HRM literature (see, for example, Shin and Konrad, 2017), it suffices to reiterate here that its primary goal is the attainment of superior workforce outcomes (Ananthram et al , 2018; Luna-Arocas and Camps, 2008). It achieves this through effective operationalisation of specifically designed practices that foster employees' knowledge, skills and capabilities, enhance their willingness to exert effort towards organisational goals and afford opportunities to contribute to the organisation meaningfully (Tian et al , 2016; Wright and Snell, 1998).…”

Examining the “dark-side” of high performance work systems in the Greek manufacturing sector

“…Overall, most recent research has shifted to the positive contribution of HPWS towards employee attitudes and behaviors, and well-being (e.g. Ananthram et al , 2018; Beltran-Martin et al , 2017; Schmidt et al , 2017) in an effort to unlock the so-called “black-box” (Messersmith et al , 2011). Towards this path, different theoretical perspectives have been used, such as the “human capital path” and the “behavior motivation approach” (Jiang et al , 2012, 2013).…”