Fr-SYM-652-6 - Exploring Trade-Offs Between Employee Well-Being And Organizational Performance: The Role Of High Involvement Work Practices.

Human resource management
Strategic HR
Exploring trade-offs between employee well-being and organizational performance: The role of high involvement work practices.
S. Kilroy 1,*, D. Chênevert 2, J. Bosak 3, P. C. Flood
1Management School, Queens University Belfast, Belfast, Ireland, 2Deparment of Human Resource Management, HEC Montréal , Québec, Canada, 3DCU Business School, Dublin City University, Dublin, Ireland
Main Abstract Content: Purpose
This paper investigates the impact of high involvement work practices (HIWPs) on employee well-being and performance. In particular, it investigates what role health and happiness related well-being outcomes play in the relationship between perceptions of HIWPs and employee performance.
A survey was conducted among employees working for the city of Quebec, Canada. From an initial sample of 315 employees, complete data including supervisor ratings of performance was available from 193 respondents which formed the sample for the current study.
The results revealed that HIWPs played a significant role in increasing employees’ service performance as well as improving their well-being (job satisfaction and emotional exhaustion). However, well-being outcomes did not significantly impact performance. Thus, in the present study, well-being outcomes did not play a mediation role in the HIWPs-performance link.
The study is limited by a small sample size, restrictions imposed on items for the constructs, and the turbulent organisational environment at the time of the survey.
Research/Practical Implications
These findings have implications for managers and policy makers seeking to simultaneously improve employee well-being and performance. Designing the HR system in a way which incorporates involvement components can pay off in terms of enhancing both employee well-being and performance.
This study demonstrates that employee well-being and performance may be distinct outcomes influenced by HR practices. No support is found for a mutual gains, conflicting or counteracting mechanisms perspective. Contrary to prior theorising, well-being appears non instrumental in explaining how HIWPs work in improving employee performance.


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