Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice

By Margaret E. Heffernan, T. Dundon. 2016

233 citations recorded by the source corpus.

In this cross-level study, we examine the mediating influence of employee perceptions of the fairness of human resource practices associated with the HPWS model. Data was collected from 187 employees in three companies in Ireland. Using cross-level analyses, employee perceptions of distributive, procedural and interactional justice were found to mediate the relationship between HPWS and job satisfaction, affective commitment and work pressure. The findings also point to a ‘management by stress’ HPWS relationship, suggesting diminished employee well-being, less satisfaction and lower commitment. The research adds to our understanding of the mechanisms through which HR practices influence employee outcomes and contributes to debates that move beyond the polemic high versus low employee well-being debates of HRM. The discussion reviews the theoretical and practical implications of these results.

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

View Paper: https://www.semanticscholar.org/paper/7ffb6046e616ba08656fdfa5105453b05d976435

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, methodology): “…al.’s (2007) model, HRM research typically considers one or more of three types of well-being: happiness (e.g., job satisfaction, commitment), health (e.g., stress, exhaustion) and social (e.g., trust, social support) wellbeing (e.g., Baluch, 2017; Heffernan and Dundon, 2016; Veld and Alfes, 2017).”