Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies

By K. van de Voorde, J. Paauwe, M. van Veldhoven. 2012

812 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/787064c3e2fd556fc29201b85a29bba47e249cba

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Beyond intrinsic and extrinsic motivation: A meta-analysis on self-determination theory’s multidimensional conceptualization of work motivation (2021, neutral): “…of intra-and interpersonal growth and development in terms of employee well-being (e.g., positive emotions, vitality), attitudes (e.g., job satisfaction, organizational commitment), and behavior (e.g., performance, proactivity, and collaborative behaviors)” (Van den Broeck et al., 2019, p. 30).”
Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, background): “The limited empirical evidence to date appears to support that employee health outcomes are negatively influenced by HRM (Jensen & Van De Voorde, 2016; Van De Voorde et al., 2012).”
The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “…happiness vs. health-related well-being, such as job satisfaction vs. stress) and the extent to which these different aspects of well-being, in turn, affect different elements of organizational performance (i.e., the 1-2 effects of interest here; Jackson et al., 2014; Van De Voorde et al., 2012).”
Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, background): “There is evidence that individual employees’ actual perceptions of HRM systems rather than managers’ reports of the intended outcomes or existence of such systems are relevant for understanding the effects of HRM systems on employee attitudes and behaviors (Alfes, Shantz, Truss, & Soane, 2013; Jiang”
Performance management and teacher performance: the role of affective organizational commitment and exhaustion (2020, background): “It is noteworthy to mention that in the HRM literature, the more physical indicators of well-being are often reported to be incongruent with performance outcomes (e.g. Peccei et al., 2013; Peccei & Van De Voorde, 2019; Van De Voorde et al., 2012).”