Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared

By Brigitte Kroon, F. V. D. Voorde, M. van Veldhoven. 2009

283 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/33a4520ecf5bfd30509650c5ae68a8e4cb33e02a

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Perceptions of High‐Involvement Work Practices, Person‐Organization Fit, and Burnout: A Time‐Lagged Study of Health Care Employees (2017, methodology): “(1999) developed a research framework based on Lawler’s (1986) PIRK model and specifically proposed that HIWPs encompass four dimensions, that is, workplace power (P), information (I), rewards (R) and knowledge (K).”
High-Performance Work Systems and Job Control (2013, methodology): “We follow existing work that argues that HPWS not only present employees with great opportunity but also place great demands on employees (Evans & Davis, 2005; Kroon et al., 2009).”
Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, background): “As a considerable amount of evidence has established high job demands to be an important antecedent of stress (Bakker & Demerouti, 2007; Green, 2001; Kroon et al., 2009; Ogbonnaya et al., 2017), any reduction in job demands will likely make employees less susceptible to stressful work conditions.”
Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, methodology): “…recent stream of research found evidence that employee perceptions of work demands are indeed important to gain a better understanding of the relationship between enacted HR practices and employee outcomes (i.e. Jensen et al., 2013; Kroon et al., 2009; Ramsay et al., 2000; Wood & de Menezes, 2011).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “…(e.g., Kooij et al., 2013; Baluch, 2017), others consider it a linking pin between HRM and health/happiness well-being (e.g., Gould-Williams, 2003; Kroon et al., 2009) or even as a moderator explaining when HRM affects health/happiness well-being (e.g., Alfes et al., 2012; Zhang et al., 2013).”
High performance work practices in small firms: a resource-poverty and strategic decision-making perspective (2013, background): “However, a high score for intensity at the organisational level can result from the application of practices for most employees, or the application of some practices for all employees (Kroon et al. 2009).”