High performance work systems, employee well-being, and job involvement: an empirical study

Abstract

Purpose – Given the importance of high performance work systems (HPWS) with respect to firm competitive advantage, this paper holds that the contribution of HPWS toward the desired outcomes for organizations may depend significantly on employee job involvement. Underpinning the argument of happy workers being productive, the purpose of this paper is to propose the critical mediator of employee well-being to explain the hypothesized multilevel relationship between HPWS and job involvement. Design/methodology/approach – The authors distributed questionnaires to the target participants. Data collected from 451 employees and 50 HR managers/professionals of 50 firms in the three major industrial categories of manufacturing, finance, and service in Taiwan. Findings – This study identifies the significance of employee well-being by incorporating the theories of planned behavior and positive psychology and provides empirical evidence for the cross-level influence of HPWS on employee well-being and job involvement. Originality/value – This study incorporates the perspective of positive psychology as an important addition to research on SHRM and performance by highlighting employee well-being as a key mediator of SHRM and job involvement.

Managing Technological, Sociopolitical, and Institutional Change in the New Normal

“…Meanwhile, the authors demonstrated the recursive relationship between the New Normal and BMI; that is, the New Normal has accelerated the use of BMI as a mechanism to counter the threats that the New Normal yields, and BMI may in turn be amplifying the conditions of the New Normal. The findings of the study also provide several practical hints for senior executives in terms of the direction and emphasis of firm HR practices (Huang et al, 2016). BMI must be on the agenda of senior executives operating in complex environments reflecting New Normal (Christensen et al, 2016).…”

High-Performance Human Resource Practices and Team Job Satisfaction: Moderating Role of Team Citizenship Behaviors

“…Empirical evidence has shown that high-performance HR systems are associated with increased job satisfaction and employee engagement (for detailed reviews, see Boxall, 2007, 2008;Van De Voorde, Paauwe, and Van Veldhoven, 2012;Fabi et al, 2015;Garcí a-Chas, et al, 2016;Huang et al, 2016). Employees working as part of teams in which high performance work practices are implemented, experience higher levels of job satisfaction as they get more opportunities to participate in decision making and feel more involved at the workplace.…”

“…By design, high performance work practices increase organizational and team performance by resulting in positive outcomes for employees at the workplace, and eliciting discretionary behaviors from them. Past research has consistently shown that high performance work practices lead to job satisfaction (Berg, 1999;Fabi, Lacoursiè re, and Raymond, 2015;Garcí a-Chas, Neira-Fontela, and Varela-Neira, 2016;Huang, Ahlstrom, Lee, Chen, and Hsieh, 2016), and reduce turnover (Huselid, 1995;Fabi et al, 2015;Sikora, Ferris, and Van Iddekinge, 2015) among employees. An additional outcome for employees when high performance HR practices are implemented is the exhibition of discretionary effort (Berg, Kalleberg, and Appelbaum, 2003;Elorza, Harris, Aritzeta, and Balluerka, 2016;Shin and Konrad, 2017), or citizenship behaviors (Sun, Aryee, and Law, 2007;Snape and Redman, 2010;Kehoe and Wright, 2013;Wang, Baba, Hackett, and Hong, 2016;Li and Yu, 2017).…”

Understanding Kindness – A Moral Duty of Human Resource Leaders

“…Block, 2013;Buber, 2010). Creating an organizational culture of good will, according to the principles of universal rules ethics, is a fundamental concept of high performance and high-trust work systems and consistently shows that such HRM systems benefit both employees and the organizations within which they work (Huang, et al, 2016;Ning, et al, 2015;Muduli, 2015).…”