High Involvement Management, High Performance Work Systems and Well-being

Wood, S. & de Menezes, L. M. (2011). High Involvement Management, High Performance Work Systems and Well-being. International Journal of Human Resource Management, 22(7), pp. 1586-1610. doi: 10.1080/09585192.2011.561967

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Abstract

Studies on the impact of high-performance work systems on employees' well-being are emerging but the underlying theory remains weak. This paper attempts to develop theory of the effects on well-being of four dimensions of high-performance work systems: enriched jobs, high involvement management, employee voice, and motivational supports. Hypothesized associations are tested using multilevel models and data from Britain's Workplace Employment Relations Survey of 2004 (WERS2004). Results show that enriched jobs are positively associated with both measures of well-being: job satisfaction and anxiety–contentment. Voice is positively associated with job satisfaction, and motivational supports with neither measure. The results for high involvement management are not as predicted because it increases anxiety and is independent of job satisfaction.

Item Type: Article
Additional Information: This is an Accepted Manuscript of an article published by Taylor & Francis in International Journal of Human Resource Management in 2011, available online: http://wwww.tandfonline.com/10.1080/09585192.2011.561967.
Subjects: H Social Sciences > HF Commerce
Divisions: Cass Business School
URI: http://openaccess.city.ac.uk/id/eprint/14079

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