Is High-Performance Work System Making Employees Happy? An Integrated Model and Research Agenda for Sustainable Organizational Growth

Choudhary, Pooja; Kunte, Monica

doi:10.1007/s10672-023-09451-8

Cited by 3 publications

(1 citation statement)

References 78 publications

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“…The resource depleting effect of performance-oriented HR systems, as theorized in Zhang et al (2023), contradicts Villajos et al (2019), who found a strong relationship between performance-enhancing HR practices and jobrelated wellbeing. Though the mainstream HPWS literature provides evidence on its positive outcomes, the examination of negative outcomes of HPWS is gaining pace, and requires more investigation into the outcomes of this variable (Choudhary & Kunte, 2023).…”

Section: Discussionmentioning

confidence: 99%

Moderated Mediation between High Performance Work Systems (HPWS) and Employee Voice Behavior: The Role of Psychological Safety and Supportive Leadership

Jabbar,

Haider,

Qureshi

2023

Journal of Work and Organizational Psychology

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Section: Discussionmentioning

confidence: 99%

Moderated Mediation between High Performance Work Systems (HPWS) and Employee Voice Behavior: The Role of Psychological Safety and Supportive Leadership

Jabbar,

Haider,

Qureshi

2023

Journal of Work and Organizational Psychology

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A multilevel model for organizational productivity management: an interpretive structural modeling approach

Abbasi,

Shirazi,

Mohamadi

2024

IJPPM

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PurposeThis research highlights the ongoing concern about organizational productivity and the lack of focus on designing an optimal model. The authors aim to create a comprehensive model for managing organizational productivity, considering its impact on profitability, customer satisfaction, and employee morale. They use qualitative research methods, including Systematic Literature Review and Interpretive Structural Modeling (ISM).Design/methodology/approachIn this research using the qualitative research method of Systematic Literature Review, 57 variables affecting productivity were identified. These variables were placed in 16 layers by using the ISM method, which were classified analytically in four sections: INPUTS, OUTPUTS, OUTCOMES and IMPACTS. By determining the relationship between the sections, the research model was designed.FindingsThe potential model for organizational productivity management provides a comprehensive framework addressing critical factors like technology adoption, employee empowerment, organizational culture, and more. It identifies Linkage, Dependent, and independent variables. The lower layers consist of INPUTS such as Technological Tools, Organizational Values, and more. In the highest layer, impactful variables like Enhanced competitiveness, Improved decision-making, and Improved organizational culture are labeled as IMPACTS. Middle layer variables are categorized as OUTPUTS and OUTCOMES.Originality/valueIn this study, the concept of productivity management was redefined for the first time, and a multi-layered model for productivity management was creatively explicated using the structural equation modeling method.

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The inverted-U model of employee happiness: examining overdose happiness in context of personal characteristics, job-relationship dependency, benign stress, and various theories

Kalfaoğlu

2024

Front. Psychol.

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In recent years, the management literature has begun to deal with individual and organizational results after happiness rather than the pursuit of happiness in business life and finally reaching happiness. After the fact that everything in an overdose is harmful, it has become the subject of even more research with paradoxical results that happiness that evokes positive emotions is not as innocent as it seems. In this study, which aims to reveal the harmful effects of overdose of employee happiness, the reasons for the manager’s fear - or anxiety - about the happiness of his employees are interpreted. The Inverted-U Model of Employee Happiness (IUMEH) has been developed and individual work outputs have been evaluated in three areas that (1) support happiness, (2) reflect balanced happiness, and (3) turn negative with an overdose of happiness intoxication. It has been suggested that IUMEH, which is thought to contribute to the literature as it is the first descriptive model to emerge, should be supported by applied studies, and it has been reminded that the curvilinear aspect of the model may include differences in terms of culture, type and characteristics of job, private, public or non-profit enterprises, generations of managers and the level of managers (front-line, middle level and senior level etc.).

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Is High-Performance Work System Making Employees Happy? An Integrated Model and Research Agenda for Sustainable Organizational Growth

Cited by 3 publications

References 78 publications

Moderated Mediation between High Performance Work Systems (HPWS) and Employee Voice Behavior: The Role of Psychological Safety and Supportive Leadership

Moderated Mediation between High Performance Work Systems (HPWS) and Employee Voice Behavior: The Role of Psychological Safety and Supportive Leadership

A multilevel model for organizational productivity management: an interpretive structural modeling approach

The inverted-U model of employee happiness: examining overdose happiness in context of personal characteristics, job-relationship dependency, benign stress, and various theories

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