The effect of high involvement work systems on organisational performance and employee well‐being in a Spanish industrial context

Elorza, Unai; Garmendia, Alaine; Kilroy, Steven; Voorde, Karina Van De; Beurden, Jeske Van

doi:10.1111/1748-8583.12436

Cited by 11 publications

(15 citation statements)

References 56 publications

(134 reference statements)

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“…address recent calls to untangle the HRM-wellbeing relationship (e.g., Elorza et al, 2022) by disaggregating the impact of HR practices via a more holistic view of wellbeing. Specifically, following Van de Voorde et al (2012), we consider commitment, exhaustion, and workplace relations as indicators of the three components of wellbeing.…”

Section: The Implications For Practitionersmentioning

confidence: 99%

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Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices

Chadwick

et al. 2023

Human Res Mgmt Journal

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In the strategic HR literature, current empirical results on the relationship between HR practices and employee wellbeing are mixed and contradictory. Based on the job resources and demands model and the fine‐tuned challenge‐hindrance demands framework, we propose that an important reason lies in the lack of attention paid to the different characteristics of HR practices. HR practices can serve as either job resources or challenge demands to employees, thereby having differential effects on the psychological, physical, and social dimensions of wellbeing. We integrate a measure of challenge demand (including time pressure and workload) as a mediator to further reveal how these different categories of HR practices influence employee wellbeing. Using structural equation modeling in a dataset of 4823 individual workers from a National Workplace Survey of Employees conducted in Ireland, we find that job resource HR practices are positively associated with all three dimensions of wellbeing both directly and indirectly, while challenge demand HR practices are positively associated with psychological wellbeing but negatively associated with physical wellbeing and social wellbeing primarily through the mediating effect of time pressure and workload. These findings point to important variable relationships, reinforcing the need to untangle the HRM employee wellbeing relationship beyond aggregated and uniform HRM‐wellbeing assertions.

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Section: The Implications For Practitionersmentioning

confidence: 99%

“…This enables us to move beyond the "narrow and parsed" nature of existing HR-wellbeing explorations (Cafferkey et al, 2021, p. 832). By providing a pathway to explore wellbeing trade-offs, we address calls for more considered and holistic explorations of wellbeing (Elorza, et al, 2022).…”

Section: The Implications For Practitionersmentioning

confidence: 99%

Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices

Chadwick

et al. 2023

Human Res Mgmt Journal

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“…At the same time, there is an intense debate concerning the effect of HR practices on employee well-being and health (Wang et al, 2022), and human resource management (HRM) scholars have become more aware that promoting employee well-being is beneficial for both employees and organisations (Ho and Kuvaas, 2020). However, the emerging question of whether individual perceptions of HR practices can improve both well-being and performance has still not been resolved (Batat, 2022;Elorza et al, 2022), and there is significant lack of evidence in healthcare and disruptive environments. Recent reviews show that HRM has a deep impact on employees' well-being, although the pathways are sill to a great extent unknown.…”

Section: Introductionmentioning

confidence: 99%

Human resource management, quality of patient care and burnout during the pandemic: a job demands-resources approach

Salas‐Vallina

Herrera

Rofcanın

2023

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PurposeBased on the job-demands resources model, this study examines the potential of human resource management practices to simultaneously improve physicians' burnout and quality of patient care during the COVID-19 pandemic.Design/methodology/approachDrawing on a sample of 499 physicians working in specialised medical units, structural equation models through PLS-SEM was used to check the proposed hypotheses.FindingsThe results show that human resource management can reduce physicians' burnout and increase quality of patient care by considering job demands and job resources as mediators. In addition, this study suggests that burnout and quality of patient care can be improved simultaneously.Research limitations/implicationsThis research is focused on healthcare, which opens important opportunities to extend the proposed model in other public and private industries.Practical implicationsManagers need to understand that fostering well-being among employees is crucial for human resource management and impacts positively on employee performance.Originality/valueThis study offers a double mediation process whereby job demands and job resources are key underlying mechanisms through which human resource management practices reduce burnout and improve performance in a compatible way.

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“…Some level of consensus is emerging that HIWS seem to provide benefits for employee well‐being (Boxall et al., 2019; Boxall & Macky, 2009). However, the underlying mechanisms involved and the conditions under which they are more or less likely to work are still not fully understood (Elorza et al., 2022; Wood, 2020).…”

Section: Introductionmentioning

confidence: 99%

Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership

Kilroy

Bosak

et al. 2022

Human Res Mgmt Journal

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High involvement work systems (HIWS) have been found to be improve employee well‐being. The underlying processes through which HIWS influence employee well‐being and the conditions under which these practices work are not fully understood. This study draws on job demands‐resources theory to address this gap by theorising two novel mediators, that is, work pressure and bonding social capital, to explain how HIWS influence emotional exhaustion. We further proposed that engaging leadership as a proxy of line manager implementation of HIWS would strengthen these relationships. An integrated model is presented on how, why, and when HIWS influence employee well‐being. Using data collected from 97 employees in a pharmaceutical company via a general survey and then a diary survey for 5 working days, this study found that HIWS alleviated day‐level emotional exhaustion through their experience of higher day‐level bonding social capital and lower day‐level work pressure and these relationships were stronger under high level of engaging leadership.

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The effect of high involvement work systems on organisational performance and employee well‐being in a Spanish industrial context

Cited by 11 publications

References 56 publications

Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices

Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices

Human resource management, quality of patient care and burnout during the pandemic: a job demands-resources approach

Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership

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