HRM well-being and performance: A theoretical and empirical review

By R. Peccei, F. V. D. Voorde, M. van Veldhoven. 2013

142 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/acc5b83c7afcb4612a60e7a57698a4bceb2dfe04

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Citations in the corpus

How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, unknown): “, 2005; McBride, 2008), the majority of employee-level HRM studies considers employees to be passive respondents to HRM, while they examined HRM outcomes that describe employees’ satiation, such as job satisfaction (Guest, 2011; Peccei et al., 2013).”
Mutual Gains? Health‐Related HRM, Collective Well‐Being and Organizational Performance (2019, methodology): “In developing our theoretical model, we draw from general frameworks of the relationship between HR management and employee well-being (Peccei et al., 2013; van de Voorde and Boxall, 2014) as well as organizational effectiveness (Bowen and Ostroff, 2004; Nishii and Wright, 2008; Ostroff and Bowen,…”
The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “…are more likely to contribute simultaneously to enhance both employee well-being and organizational performance and, therefore, are more likely to be associated with win-win situations that directly benefit both employees and management (Peccei et al., 2013; Van De Voorde et al., 2012).”
Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, background): “A growing body of research has identified HIWS as being a beneficial predictor of both employee- and organizational-level outcomes (i.e. Butts et al., 2009; Mohr & Zoghi, 2008), advocating a mutual gains perspective (Peccei et al., 2013).”
Human resource management–well‐being–performance research revisited: Past, present, and future (2019, methodology): “Specifically, the key distinction here is between full mediation models that are rooted in and emphasise a (a) mutual gains, (b) conflicting outcomes, or (c) mutual losses perspective of the HRM-WB-IOP relationship (Peccei et al., 2013; Van De Voorde et al., 2012).”
Successful aging at work: A process model to guide future research and practice (2020, methodology): “Organizational factors at the meso level are based on organizational and management theories (e.g., Kozlowski & Klein, 2000; Peccei et al., 2013).”
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).”
Perceptions of High‐Involvement Work Practices, Person‐Organization Fit, and Burnout: A Time‐Lagged Study of Health Care Employees (2017, result): “Thus our study is apposite and makes a considerable contribution to the HRM literature which is still unclear as to how long it takes for HIWPs to influence well-being outcomes (Peccei et al., 2013).”
High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior (2020, background): “…(mutual benefits/the optimistic perspective) or whether HPWPs support performance at the expense of employee wellbeing (conflicting outcomes/the pessimistic perspective) (Ogbonnaya et al., 2017; Ogbonnaya & Messersmith, 2019; Peccei et al., 2013; Van De Voorde et al., 2012; Zhang et al., 2018).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “Happiness well-being reflects employees’ subjective experiences and includes attitudes such as job satisfaction and affective organizational commitment (Grant et al., 2007; Van de Voorde et al., 2012; Peccei et al., 2013).”
High performance work practices and their associations with health, happiness and relational well-being: are there any tradeoffs? (2019, methodology): “With this empirical analysis it addresses an important research gap identified in previous reviews (van de Voorde et al., 2012; Peccei et al., 2013), supporting the research community in incorporating the idea of tradeoff effects”