High involvement management, high-performance work systems and well-being

被引：159
|
作者：
Wood, Stephen [1 ]
de Menezes, Lilian M. [2 ]
机构：
[1] Univ Leicester, Sch Management, Leicester, Leics, England
[2] City Univ London, Cass Business Sch, London EC1V 0HB, England
来源：
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT | 2011年 / 22卷 / 07期
关键词：
employee voice; high involvement management; high-performance work systems; job satisfaction; performance-related pay; well-being; HUMAN-RESOURCE MANAGEMENT; JOB-SATISFACTION; OCCUPATIONAL-HEALTH; STRESS; MODEL; PRODUCTIVITY; EMPLOYEES; OUTCOMES; DESIGN; IMPACT;
D O I：
10.1080/09585192.2011.561967
中图分类号：
C93 [管理学];
学科分类号：
12 ; 1201 ; 1202 ; 120202 ;
摘要：
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.
引用
收藏
页码：1586 / 1610
页数：25
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