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High involvement management, high-performance work systems and well-being

By Stephen J. Wood and Lilian M de Menezes


The full text of this article is currently not available on the LRA (embargoed by publisher until October 2012). The published version is available from the publisher's website at: http://www.tandf.co.uk/journals/routledge/09585192.html ; DOI: 10.1080/09585192.2011.561967Studies on the impact of high-performance work systems on employees' well-being are emerging but the underlying theory remains weak. This paper attempts to develop theory of the effects on well-being of four dimensions of high-performance work systems: enriched jobs, high involvement management, employee voice, and motivational supports. Hypothesized associations are tested using multilevel models and data from Britain's Workplace Employment Relations Survey of 2004 (WERS2004). Results show that enriched jobs are positively associated with both measures of well-being: job satisfaction and anxiety-contentment. Voice is positively associated with job satisfaction, and motivational supports with neither measure. The results for high involvement management are not as predicted because it increases anxiety and is independent of job satisfaction

Topics: employee voice, high involvement management, high-performance work systems, job satisfaction, performance-related pay, well-being
Publisher: Taylor & Francis
Year: 2011
DOI identifier: 10.1080/09585192.2011.561967
OAI identifier: oai:lra.le.ac.uk:2381/9338
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