Human resource management–well‐being–performance research revisited: Past, present, and future

Abstract

The authors provide an up‐to‐date theoretically based qualitative review of research dealing with the relationship between HRM, employee well‐being, and individual/organisational performance (HRM‐WB‐IOP research). The review is based on a systematic critical analysis of all HRM‐WB‐IOP studies (N = 46) published in 13 core HRM and management journals in the 2000 to 2018 period. The authors first identify different theoretical models of the HRM‐WB‐IOP relationship, which they then use to map research in the area. The results show that mutual gains conceptualisations play a dominant role in extant HRM‐WB‐IOP research, at the expense of alternative conflicting outcomes and mutual losses models, which are also shown to receive very limited empirical support across the 46 studies. As part of this mapping exercise, the authors identify important knowledge gaps in the area and conclude by setting out a number of key recommendations for future research to address these gaps.

Friend or foe? The impact of high‐performance work practices on workplace bullying

“…Whereas the vast majority of HPWP well-being research to date has focused on the happiness aspects of wellbeing (e.g., Peccei & Van De Voorde, 2019), this study contributes to less studied dimensions of employee well-being by focusing on one aspect of social well-being, that is, workplace bullying. Interestingly, the results found in this study contradict prevailing assumptions in the bullying literature, which have largely portrayed the ideology and components of HRM, in particular performance-enhancing work practices, as increasing the risk of bullying and abuse (Lewis & Rayner, 2003;Salin & Hoel, 2011;Samnani & Singh, 2014).…”

“…The literature typically highlights the positive outcomes of HPWPs, suggesting the practices are associated with greater job satisfaction, commitment, and empowerment (Messersmith et al, 2011;Peccei & Van De Voorde, 2019;Takeuchi et al, 2007). At the same time, more critical voices have been raised, and results concerning effects on employee well-being have been mixed, with some studies finding relationships between HPWPs and decreased wellbeing, including stress and burnout (Kroon, van de Voorde, & van Veldhoven, 2009;Ogbonnaya & Messersmith, 2019;Zhang, Zhu, Dowling, & Bartram, 2013).…”

“…Overall, there is mixed evidence on the outcomes of HPWPs with regard to individual employees and in particular their well-being (Kilroy, Flood, Bosak, & Chênevert, 2016;Kroon et al, 2009;Ogbonnaya & Messersmith, 2019;Zhang et al, 2013). Studies on HPWPs and well-being have often been restricted to aspects of happiness rather than other forms of well-being (Peccei & Van De Voorde, 2019). The effects of HPWPs on social well-being and interpersonal relations have to date received limited attention, with the exception of some studies examining effects on trust, climate, and cooperation (see Van De Voorde et al, 2011).…”

“…The possible relationship between HPWPs and workplace bullying has been presented in the section above from two different perspectives: a positive, mutual gains perspective and a critical, conflicting outcomes perspective (cf. Peccei & Van De Voorde, 2019). We thus construct four hypotheses, based on the two different perspectives, presenting different routes by which HPWPs can be assumed to affect levels of workplace bullying (see Figure 1):…”

“…This paper provides a first empirical examination of a broad range of HR practices and the risk of workplace bullying. We focus on a set of HR practices typically labelled as high-performance work practices (HPWPs), as the previous research has shown they affect a range of employee outcomes, attitudes, and behaviours (Messersmith, Patel, Lepak, & Gould-Williams, 2011;Ogbonnaya & Messersmith, 2019;Peccei & Van De Voorde, 2019;Wu & Chatervedi, 2009). First, we study the relationship between HPWPs and workplace bullying and, second, explore the mechanisms explaining a possible relationship.…”