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Although Human Resource Management (HRM) scholars have frequently called for a more contextualized approach to HRM, there is still a limited understanding of how the HRM-employee outcome relationship varies under different conditions. This study tests a model that positions workload as a moderator of the relationship between perceived skill-, motivation- and opportunity-enhancing High Performance Work Systems (HPWS) and employee absenteeism. Using data from 194 employees, the results revealed that under high workloads, perceived opportunity-enhancing HPWS practices reduce absenteeism. However, workload did not influence the relationship between skill-enhancing and motivation-enhancing HPWS and absenteeism. The findings highlight that demanding work conditions in the form of a high workload can alter the relationship between HRM and key employee outcomes in such a way that the benefits of some HR practices become particularly useful when employees really need them. In addition, the findings underline the need to focus on the differential effects of skill-, motivation- and opportunity-enhancing HPWS practices for a richer understanding of the HRM–employee outcome relationship.

While it is generally assumed that employees who feel well are also productive, research has shown that this is not always the case. Specifically, some employees seem to experience low well-being while performing, and vice versa. As employee well-being and performance are both required to achieve corporate sustainability, the purpose of this research was to identify energy-related well-being/job performance profiles among 5729 employees from the Dutch division of a large bank and identify their antecedents. Using latent profile analysis, we found five profiles: 1. low well-being/low performance, 2. low well-being/medium performance, 3. high well-being/medium performance, 4. high well-being/high performance, and 5. high well-being/top performance. Using multinomial regression, we found that more learning and development opportunities, more social support from colleagues, more autonomy, and less role-conflict were related to the high well-being profiles. Second, more role clarity, more performance feedback, more autonomy, and less work-pressure were related to the high- and top-performance profiles. Finally, communication and social support from the manager were found to be relatively weak antecedents of the different profiles. This study thus highlights that the job demands and resources of employees may affect their well-being and performance.

The authors provide an up-to-date theoretically based qualitative review of research dealing with the relationship between HRM, employee well-being, and individual/organisational performance (HRM-WB-IOP research). The review is based on a systematic critical analysis of all HRM-WB-IOP studies (N = 46) published in 13 core HRM and management journals in the 2000 to 2018 period. The authors first identify different theoretical models of the HRM-WB-IOP relationship, which they then use to map research in the area. The results show that mutual gains conceptualisations play a dominant role in extant HRM-WB-IOP research, at the expense of alternative conflicting outcomes and mutual losses models, which are also shown to receive very limited empirical support across the 46 studies. As part of this mapping exercise, the authors identify important knowledge gaps in the area and conclude by setting out a number of key recommendations for future research to address these gaps.

Given that various studies have linked Human Resource (HR) attributions to important individual and organizational outcomes, the question that arises is what causes these HR attributions. By taking an interpersonal perspective it is examined how employees both individually as well as collectively interpret HR practices. Based on social information processing theory this study among 87 line manager-employee-coworker triads shows that line managers affect HR attributions of employees, and that employees also mutually influence each other's HR attributions. This mutual influence process between coworkers is strengthened by similarity in work-related motivations. Our findings support the proposition that employees' social environment at work, particularly their line manager and coworker, matters in HR attribution processes. This stresses the importance of considering the social environment at work to more fully understand the factors that shape employees' understandings of HR practices.

Thus far, the empirical evidence about the role of employees in the relationship between HRM and employee and organizational outcomes shows that it is the perception of employees regarding the HR p...

Research in the field of human resource management has, for the past 30 years, focused on understanding the effects of HRM practices. The empirical evidence largely supports the proposition that HR...

The authors provide a systematic evaluation of the emerging multilevel paradigm in human resource management (HRM) research focusing, in particular, on multilevel mediation analyses of the HRM-outcomes relationship. They first distinguish different types of multilevel models and then identify a number of best practice theoretical and methodological criteria for the conduct of multilevel research derived from the literature. These criteria are used to analyze and evaluate all multilevel mediation studies ( N = 46) of the HRM-outcomes relationship published in 11 core management and HRM journals in the 2000 to 2016 period. The results suggest that progress in the application of the multilevel paradigm has been slow and uneven and that the new paradigm has not as yet taken firm root in the field of HRM. On the basis of this evaluation, the authors identify key areas for improvement in the application of the multilevel approach to the analysis of the HRM-outcomes relationship. In the process, they highlight important ways in which the further development of a multilevel perspective can enhance both strategic and employee-centered HRM research by contributing to a fuller substantive understanding of the processes and mechanisms through which HRM systems affect outcomes of interest at different levels of analysis.

Although research has shown that the use of high-performance work systems (HPWS) is associated with employee outcomes, our knowledge of the meanings employees attach to HPWS systems and how these shape employee outcomes is still limited. This study examines the signalling impact of enacted HPWS on HR well-being and HR performance attributions, and how these influence happiness- and health-related outcomes. Using multilevel data (1,065 employees nested within 150 work units) obtained from multiple sources (line managers and employees), our results show that coverage of HPWS was positively associated with the two HR attributions. In addition, HR well-being attributions were associated with higher levels of commitment and lower levels of job strain. HR performance attributions were associated with higher levels of job strain. The findings of this study highlight the importance of taking into account how employees attach meaning to enacted HPWS in order to predict employee outcomes.

In light of an aging teacher population, this study investigates the influence of school climate and personschool (P-S) value fit on teachers' perspectives regarding their career futures. The results, based on a sample of 147 teachers, indicate that P-S value fit is positively associated with remaining career opportunities, over and above the negative effect of age. In addition, both climate for performance/academic press and climate for socialization affect teachers' future career perspectives through a P-S value fit mechanism. These findings imply that schools can enhance teachers’ perceived remaining careeropportunities by creating strong school climates and improving perceived value fit.Keywords: Occupational future time perspective; Career opportunities; Person-school value fit; School climate; Teachers

There is a lack of consensus on the role of employee well-being in the human resource management–organizational performance relationship. This review examines which of the competing perspectives –‘mutual gains’ or ‘conflicting outcomes’– is more appropriate for describing this role of employee well-being. In addition, this review examines whether study attributes such as the measurement of key variables, the level of analysis and the study design affect a study's outcomes. The review covers 36 quantitative studies published from 1995 to May 2010. Employee well-being is described here using three dimensions: happiness, health and relationship. The main findings are that employee well-being in terms of happiness and relationship is congruent with organizational performance (mutual gains perspective), but that health-related well-being appears to function as a conflicting outcome. Directions for future research and theoretical development are suggested.

In this study, we used the lifespan theories of selection optimization and compensation (SOC) and the socio-emotional selectivity theory (SST) to integrate the disengagement and activity perspectives on aging and to explain intra-individual changes in work motivation. A two-wave longitudinal survey study was conducted among 600 Dutch university employees to test relations between intra-individual changes in subjective general health, future time perspective (FTP), and generativity and development motives. In line with the two lifespan theories, two processes were found. First, consistent with the disengagement perspective on aging, losses in subjective general health negatively predicted open-ended FTP, and open-ended FTP was positively associated with an increase in growth motives. Secondly, consistent with the activity perspective on aging, losses in subjective general health positively predicted limited FTP, and limited FTP was positively associated with an increase in generativity motives. In addition, initial open-ended FTP predicted future open-ended FTP through a change in subjective general health. Finally, these relations were found to differ across age groups, and thus over the lifespan. More specifically, losses in subjective general health and increases in limited FTP particularly result in lower development motives and higher generativity motives among middle-aged workers, indicating that interventions aimed at preventing losses in health are probably most effective for maintaining development motives in this group.

Thus far, the empirical evidence about the effects of HR practices on employee outcomes shows that while HR practices have a positive effect on employee well-being, HR practices also cause side eff...

Although SHRM research has progressed in integrating employee perceptions of HR practices in the HRM – performance chain, much is still unclear concerning how individual workers perceive HR practic...

Contains fulltext : 179428.pdf (Publisher’s version ) (Open Access) New ways of working (NWW) is a type of work organization that is characterized by temporal and spatial flexibility, often combined with extensive use of information and communication technologies (ICT) and performance-based management. In a three-wave intervention study, we examined the effects of NWW on both the organization of work (changes in control over time and place of work; working hours and work location; and other key job characteristics), and on employees? outcomes (work?nonwork balance; health and well-being; and job-related outcomes). We applied a quasi-experimental design within a large Dutch financial company (N = 2,912). We studied an intervention group (n = 2,391) and made comparisons with a reference group (n = 521). There were three study waves: (i) one/two months before, and (ii) 4 months and (iii) 10 months after implementation of NWW. Repeated measures analyses of covariance (involving 361 participants from the intervention group and 80 participants from the reference group) showed a large and significant shift from hours worked at the office to hours worked at home after implementation of NWW. Accordingly, commuting time was reduced. Employees remained working on week days and during day time. Psychosocial work-characteristics, work-nonwork balance, stress, fatigue, and job-related outcomes remained favourable and largely unaffected, but the health score in the intervention group decreased (medium effect). These findings suggest that the implementation of NWW does not necessarily lead to changes in psychosocial work characteristics, well-being or job-related outcomes. 15 p.

Research dealing with the relationship between human resource management (HRM) and performance has been highly dynamic and has evolved over time, both theoretically and empirically. We provide a selective overview of relevant theory and research in the area as it has developed over the past 20 years. We first review the empirical evidence concerning the association between HRM and performance. We then examine key conceptual and theoretical developments in the area focusing, in particular, on core issues having to do with the nature of both HRM and performance, major potential mediators and moderators of the HRM-performance relationship, and the growth of multilevel approaches in the area. We conclude by highlighting important avenues for future research. Keywords: human resource management; organizational performance; HRM-performance relationship; overview; mediators of the HRM-performance relationship; moderators of the HRM-performance relationship

Thus far, the empirical evidence about the effects of HPWS on both organizational and employee outcomes shows that while HPWS have a positive effect on organizational performance through establishi...