32 research outputs found
Recommended from our members
High Involvement Management, High Performance Work Systems and Well-being
Studies 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
Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance
Much of the human resource management literature has demonstrated the impact of high performance
work systems (HPWS) on organizational performance. A new generation of studies is
emerging in this literature that recommends the inclusion of mediating variables between HPWS
and organizational performance. The increasing rate of dynamism in competitive environments
suggests that measures of employee adaptability should be included as a mechanism that may
explain the relevance of HPWS to firm competitiveness. On a sample of 226 Spanish firms, the
study’s results confirm that HPWS influences performance through its impact on the firm’s
human resource (HR) flexibility