Work and Employment in the High Performance Workplace

Anthony, Giles; Bélanger, Jacques; Lapointe, Paul-André; Murray, Georgina

doi:10.4324/9781315058931

Cited by 5 publications

(4 citation statements)

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“…Through these practices, employers place greater demands and responsibility on employees (Shaw et al, 2009). Employees thus experience increased stress and decreased control over the pace and amount of work (Anthony et al 2013). In this light, HPWS contributes to organizational competitive advantages at the cost of employees' well-being in the way of increased emotional exhaustion and enhanced job anxiety (e.g., Jensen et al 2013;Kroon, van de Voorde, and van Veldhoven 2009;Macky and Boxall 2008;van de Voorde and Beijer 2015).…”

Section: Introductionmentioning

confidence: 99%

Where there is light, there is dark: a dual process model of high-performance work systems in the eyes of employees

Fan

Yan

2018

Front. Bus. Res. China

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High-performance work systems have been widely adopted in the workplace. Previous research on high-performance work systems debated whether the generated effects are mutual gains or conflicting outcomes for employers and employees. Drawing on the job demands and resources model, this conceptual study proposes that high-performance work systems can be both beneficial and harmful by eliciting distinct perceptions in employees. Specifically, perceptions of job resources are the positive and perceptions of job demands are the negative mechanism whereby high-performance work systems affect employee job performance. This research further proposes that servant leadership strengthens the positive impact of high-performance work systems, whereas directive leadership strengthens the negative impact. Overall, this conceptual research provides new insights into the research on high-performance work systems.

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Section: Introductionmentioning

confidence: 99%

Where there is light, there is dark: a dual process model of high-performance work systems in the eyes of employees

Fan

Yan

2018

Front. Bus. Res. China

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“…According to this view, HRM practices through HPWPs can increase employee job satisfaction (Ming et al, 2014). In addition, Anthony et al (2013) have another opinion that managerial practice will increase employee stress levels even though it has a positive effect on job satisfaction. Looking at the reviews of previous studies (Peccei & Van De Voorde, 2019), in line with the opinion conveyed that there is a positive influence of HPWPs on job satisfaction (Anthony et al, 2013).…”

Section: Hypothesesmentioning

confidence: 99%

“…In addition, Anthony et al (2013) have another opinion that managerial practice will increase employee stress levels even though it has a positive effect on job satisfaction. Looking at the reviews of previous studies (Peccei & Van De Voorde, 2019), in line with the opinion conveyed that there is a positive influence of HPWPs on job satisfaction (Anthony et al, 2013). Things like this happen because the implementation of HPWP provides mutual benefits, or an optimistic perspective which according to HPWP employees provides personal benefits (Guerci et al, 2019).…”

Section: Hypothesesmentioning

confidence: 99%

“…H2c: HPWPs have a negative effect on emotional exhaustion. HPWP in addition to affecting health, job satisfaction, work engagement, and emotional exhaustion, but also has an influence on employee stress levels (Anthony et al, 2013). Moreover HPWPs as well increases employee perceptions of stressors related to challenges (Halbesleben et al, 2014).…”

Section: Hypothesesmentioning

confidence: 99%

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Effect of High-performance Work Practices on Civil Servants Health Based on Two Sides of the Job Demands-resources Model in the National Research and Innovation Agency Indonesia

Itsnaini¹,

Riani²

2022

IJEBMR

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The purpose of this paper is to examine the effect of High-Performance Work Practices (HPWPs) viewed from two sides of the Job Demands-Resources (JD-R) model on employee health. The proposed model was tested on 402 civil servants of the Indonesian Research and Innovation Agency. We utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) to analyze the study. Our results show that HPWPs has a significant positive impact on employee health, job satisfaction, employee engagement, and challenge stressors. Besides that, we found that HPWPs has a negative impact on stressors and emotional exhaustion. In addition, job satisfaction, employee engagement, challenge and hindrance stressors become partial mediators in the positive effect of HPWPs on employee health. Meanwhile, supportive leadership tends to reduce the positive influence of HPWPs on employee health. The results of this study indicate that agencies should pay more attention to the dose of JD-R and the role of leadership in HPWPs in order to improve employee well-being. Because if job demands higher than the work resources, it has a negative impact on employees, even excessive leadership roles in the HPWPs have a negative impact on employees

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Human Resource Practices and Employee Engagement

Ooi

Heng

et al. 2022

International Journal of Management Studies

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Academicians represent the key factor in providing education service to students and universities cannot work well without academicians. This study aimed to examine the influence of human resource practices (HR practices) on employee engagement among academicians in Malaysian private universities. This paper examined four HR practices, namely employee compensation, performance appraisal, training, and employee development. The conceptual framework developed for this paper aimed to fully understand the influence of HR practices and employee engagement. Self-administered questionnaires were distributed to academicians in Malaysian private universities using the proportional stratified random sampling technique. This study was conducted on 331 respondents. Pearson Correlation Coefficient and Multiple Linear Regression Analysis were performed with SPSS to test the hypotheses and secure results. The results indicated that each HR practice (performance appraisal, training, and employee development) has significant impact on employee engagement among academicians in Malaysian private universities. This study could provide useful information for decision-makers in Malaysian private universities in designing more appropriate and effective HR practices to improve employee engagement among academicians and for the government, in improving human resource employment acts, policies or legislation related to Malaysian private universities.

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Work and Employment in the High Performance Workplace

Cited by 5 publications

References 0 publications

Where there is light, there is dark: a dual process model of high-performance work systems in the eyes of employees

Where there is light, there is dark: a dual process model of high-performance work systems in the eyes of employees

Effect of High-performance Work Practices on Civil Servants Health Based on Two Sides of the Job Demands-resources Model in the National Research and Innovation Agency Indonesia

Human Resource Practices and Employee Engagement

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