The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes

Abstract

Although research has shown that the use of high-performance work systems (HPWS) is associated with employee outcomes, our knowledge of the meanings employees attach to HPWS systems and how these shape employee outcomes is still limited. This study examines the signalling impact of enacted HPWS on HR well-being and HR performance attributions, and how these influence happiness-and health-related outcomes. Using multilevel data (1,065 employees nested within 150 work units) obtained from multiple sources (line managers and employees), our results show that coverage of HPWS was positively associated with the two HR attributions. In addition, HR well-being attributions were associated with higher levels of commitment and lower levels of job strain. HR performance attributions were associated with higher levels of job strain. The findings of this study highlight the importance of taking into account how employees attach meaning to enacted HPWS in order to predict employee outcomes.

Integrated and isolated impact of high-performance work practices on employee health and well-being: A comparative study.

“…They positively influence employees' job performance and enhance employees' willingness to go beyond their personal interests for the benefit of the organization (Van De Voorde et al, 2012). HPWP enhance employee health and well-being because they communicate consistent signals about the extent to which employees are valued by the organization (Van De Voorde & Beijer, 2015). These signals are transmitted via the main components of HPWP -workplace practices that develop employees' abilities, improve employees' sense of motivation, and provide opportunities for employee to exercise discretionary effort (Appelbaum et al, 2000).…”

“…As part of their positive signalling effects, HPWP foster the development of organizational justice and support, thereby creating a workplace environment where employees feel motivated and catered for (Van De Voorde & Beijer, 2015). Such an environment encourages employees' positive attributions for HRM structures within the workplace (Nishii, Lepak & Schneider, 2008), leading to improved employees' job satisfaction, health and psychological well-being.…”

“…These signals are transmitted via the main components of HPWP -workplace practices that develop employees' abilities, improve employees' sense of motivation, and provide opportunities for employee to exercise discretionary effort (Appelbaum et al, 2000). Employees perceive these signals as fair treatment from the organization, and based on the norm of reciprocity, may respond through greater levels of organizational commitment and trust in management (Macky and Boxall, 2007; Paré and Tremblay, 2007).As part of their positive signalling effects, HPWP foster the development of organizational justice and support, thereby creating a workplace environment where employees feel motivated and catered for (Van De Voorde & Beijer, 2015). Such an environment encourages employees' positive attributions for HRM structures within the workplace (Nishii, Lepak & Schneider, 2008), leading to improved employees' job satisfaction, health and psychological well-being.…”

High potential programs and employee outcomes

“…In order to understand how HR practices and programs affect employee outcomes, there has been a growing interest among scholars on how employees attribute meanings to the implementation of these programs that are adopted by their organizations to improve their competitive position (Bowen & Ostroff, 2004;Nishii et al, 2008;Van De Voorde & Beijer, 2015). The core idea for this research is that HR practices send signals to employees about the organization's intentions and the expected norms and behaviours required by the employees (Bowen & Ostroff, 2004).…”

Los recursos humanos en las nuevas empresas internacionales. El papel del engagement

“…El modelo de trabajo AMO (Appelbaum et al, 2000) es útil para explicar la relación de intercambio recíproco de los empleados: la empresa les otorga habilidades, capacidades y conocimientos, les motiva para realizar su trabajo y les da la oportunidad de llevarlo a cabo. El empleado percibe el sistema de prácticas de RRHH como aprecio, inversión y gratificación de parte de la empresa ( Van De Voorde y Beijer, 2015), de manera que el empleado corresponde recíprocamente con comportamientos y actitudes de manera apropiada (Takeuchi et al, 2007). Por ello, las relaciones entre las prácticas de RRHH, el engagement de los empleados y los resultados de estos pueden analizarse mediante un modelo recíproco de intercambio, la TIS, como sugieren la mayoría de las investigaciones (Karatepe, 2012;Alfes et al, 2013aAlfes et al, , 2013bMaden, 2015).…”