High performance work practices and their associations with health, happiness and relational well-being: are there any tradeoffs?

By Marco Guerci, S. Hauff, Silvia Gilardi. International journal of human resources management, 2019

106 citations recorded by the source corpus.

Abstract Employee well-being is a multidimensional construct, hence high performance work practices (HPWPs) may have diverse effects on its various dimensions. However, extant research does not provide any compelling conclusion regarding the possibility of such tradeoff effects since researchers have usually focused on single well-being dimensions while using diverse research designs (e.g. samples from different countries, different conceptualizations and measures of HPWPs and employee well-being). Diversely, this paper explores the relationship between employees’ perception of HPWPs and three well-being dimensions (health, happiness, and relational well-being) using a probabilistic sample (n = 1,364 employees), from a single country (i.e. Germany), and a set of uniform measures of HPWPs and employee well-being. The findings show that some HPWPs indeed present tradeoff effects on different dimensions of employee well-being. Therefore, we argue that it is necessary to adopt an analytic view on the relationships between HPWPs and employee well-being.

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

View Paper: https://www.semanticscholar.org/paper/dbf44a10811e0aa2241bbc455161b89378763482

How researchers see this paper

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In General Health Professions

1. S. Hauff
2. Katharina Klug
3. Joerg Felfe

In Organizational Behavior and Human Resource Management

1. S. Hauff
2. Katharina Klug
3. Joerg Felfe

In Social Psychology

1. S. Hauff
2. Katharina Klug
3. Joerg Felfe

Citations in the corpus

• High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior (2020, background): “Thus, performance-enhancing HRM practices should be implemented in the right ‘dose’ so as not to overtax employee resources (Guerci et al., 2019; Han et al., 2019).”