Symposium 652 - Exploring Trade-Offs Between Employee Well-Being And Organizational Performance: The Role Of Human Resource Management

Strategic HR
Friday May 19   01:15 PM to 02:45 PM (1 hour 30 minutes)
Human resource management
Strategic HR
Exploring trade-offs between employee well-being and organizational performance: The role of Human Resource Management
K. Van De Voorde*, M. van Veldhoven 1, R. Peccei 2
1Tilburg University, Tilburg, Netherlands, 2King's College, London, United Kingdom
Main Abstract Content: State of the Art
The empirical evidence to date about the effects of HRM on both employee and organizational outcomes shows that while HR practices have a positive effect on organizational performance through establishing positive employee happiness effects, HR practices also involve higher levels of work intensification which negatively affect the health well-being of the workforce. These findings indicate a complex pattern of trade-offs between HR practices and different aspects of well-being and organizational performance outcomes. Despite the growing indications of these trade-offs, we still have a limited understanding of how and when different combinations of HR practices are associated with different aspects of both well-being and organizational performance and of the mechanisms that underpin the link between HRM, well-being and organizational performance. 
New Perspectives/Contributions
Accordingly, by presenting six empirical studies we aim:
- To provide insights about the differential impact of bundles of HR practices on various indicators of both employee well-being and organizational performance.
- To understand the theoretical processes and mechanisms through which HRM affects different types of employee and managerial outcomes.
- To identify the conditions under which HRM has beneficial, neutral, adverse or mixed effects on indicators of well-being and organizational performance.
Research/Practical Implications
With this symposium, we aspire to generate theoretical knowledge on the nature of the trade-offs involved and actionable knowledge that can be applied by practitioners to design and implement HRM in such a way that management and employee interests are optimized and aligned.

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