Do high performance work systems generate negative effects? How and when?

By Jian Han, J. Sun, Honglei Wang. 2020

121 citations recorded by the source corpus.

Abstract A high-performance work system (HPWS) is defined as a series of performance-enhancing human resource management practices. Many studies have demonstrated the positive relationship of HPWSs with organizational, group, and individual performance. However, evidence has indicated that HPWSs can also exert negative effects. In this paper, taking a dialectical view, we elaborate several propositions regarding why HPWSs have negative effects and when these negative effects occur, mainly from the perspective of employees. We also propose several research directions enriching knowledge of the relationship between HPWSs and organizational outcomes.

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

View Paper: https://www.semanticscholar.org/paper/f448b6fa0f2d6776b4697dbe08b3b8c2d994a874

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

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

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): “Repeated observations would also allow one to account for temporal influences concerning duration (Han et al., 2019), empirically distinguish immediate and distal outcomes, and would address the question of how employee performance and engagement can be sustained in the long run, without coming at…”