The effect of high-performance work systems on employee well-being: moderate role of union practice
Keywords:
Well-being; high-performance work system; Union practice
Abstract
Improving employee well-being is not only a social responsibility that an enterprise should assume, but also an important means to improve its own competitiveness. Based on the theory of social information processing, this paper takes 256 employees in Jiangsu, Zhejiang, and Shanghai as samples, and finds that high-performance work systems have a significant positive impact on employees 'psychological well-being, and have a significant negative impact on employees' physical well-being To influence. In addition, the paper finds that union practice can significantly enhance the positive impact of high-performance work systems on employee psychological well-being. This provides new guidance for improving employee happiness through sound management practices.
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References
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[36] Wang, Y., & Zheng, W. (2012). Performance Analysis and Effect Analysis of Trade Union's Cross-border Functions under Dual Role Positioning. Management World, (10), 130-145.
[37] Wei, X., Dong, Z., & Jing, z. (2015). Has the union Improved the Tmployment Duration Structure of Enterprises? —— Empirical Evidence From a Sample Survey of National Private Enterprises. Management World, (5), 52-62.
[38] Zhan, J., & Zhao, Y. (2017). Trade Unions-Management Relationship and the Operation of Employee Participation Mechanism——Based on the Grounded Theory. Human Resources Development of China, (04), 154-168.
[39] Zhang, M., Hu, E., & Zhang, L. (2018). Enterprise Union Practice in China:Development and Validation of a Measurement Scale. Business Management Journal, 40(11), 39-54.
[40] Zhang, M., Zhu, C. J., Dowling, P. J., & Bartram, T. (2013). Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees. The International Journal of Human Resource Management, 24(16), 3196-3212.
[41] Zhang, Z., & Li, R. (2015). Content Structure and Measurement of Enterprise High Performance Work System. Management World, (05), 100-116.
[2] Böckerman, P., & Bryson, A. (2012). Does high involvement management improve worker wellbeing? Journal of Economic Behavior & Organization, 84(2), 660-680.
[3] Bryson, A., Barth, E., & Dale-Olsen, H. (2013). The effects of organizational change on worker well-being and the moderating role of trade unions. ILR Review, 66(4), 989-1011.
[4] Cao, M., Xi, M., & Zhao, S. (2019). High-performance Work Systems and Employee Well-being:A Cross-level Model Based on Self-determination Theory. Nankai Business Review, 22(02), 176-185.
[5] Chaudhuri, K. (2009). A Discussion on HPWS Perception and Employee Behavior. Global Business & Management Research, 1(2), 27-42.
[6] Chen, Y., Kim, Y.-K., Liu, Z., Wang, G., & Zhao, G. (2018). Can HPWS and Unions Work Together to Reduce Employee Turnover Intention in Foreign MNCs in China? Advances in Industrial and Labor Relations, 2017: Shifts in Workplace Voice, Justice, Negotiation and Conflict Resolution in Contemporary Workplaces (pp. 213-242): Emerald Publishing Limited.
[7] CHUANG, C. H., & Liao, H. (2010). Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63(1), 153-196.
[8] Cohen, S., & Wills, T. A. (1985). Stress, social support, and the buffering hypothesis. Psychological bulletin, 98(2), 310.
[9] Danna, K., & Griffin, R. W. (1999). Health and well-being in the workplace: A review and synthesis of the literature. Journal of Management, 25(3), 357-384.
[10] Diener, E., Suh, E. M., Lucas, R. E., & Smith, H. L. (1999). Subjective well-being: Three decades of progress. Psychological bulletin, 125(2), 276.
[11] Fisher, C. D. (2010). Happiness at work. International Journal of Management Reviews, 12(4), 384-412.
[12] Godard, J. (2001). High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work. ILR Review, 54(4), 776-805.
[13] Goeddeke Jr, F. X., & Kammeyer‐Mueller, J. D. (2010). Perceived support in a dual organizational environment: Union participation in a university setting. Journal of Organizational Behavior, 31(1), 65-83.
[14] Grant, A. M., Christianson, M. K., & Price, R. H. (2007). Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of management perspectives, 21(3), 51-63.
[15] Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22-38.
[16] Ho, H. (2018). Are Human Resource Management (HRM) Systems Good or Bad for Employee Well-being? An Investigation of the Well-being Paradox from the Mutual Gains and Critical Perspectives.
[17] Hu, E., Han, M., Shan, H., Zhang, L., & Wei, Q. (2019). Does Union Practice Improve Employee Voice? An Analysis from the Perspective of Planned Behavior Theory. Foreign Economics & Management, 41(05), 88-100.
[18] Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699-1724.
[19] Jianan, C., Mingyan, C., & Jing, J. (2018). Supportive Human Resource Management and Employee Work-related Well-being: An Empirical Study Based on Mediating Mechanism. Foreign Economics & Management, 40(01), 79-92.
[20] Kuvaas, B. (2008). An exploration of how the employee–organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes. Journal of Management Studies, 45(1), 1-25.
[21] Locke, E. (1983). The nature and causes of job satisfaction. Hand book of industrial Psychology, Jhon Wiley & Sons, New York, NY.
[22] Macky, K., & Boxall, P. (2008). High‐involvement work processes, work intensification and employee well‐being: A study of New Zealand worker experiences. Asia Pacific Journal of Human Resources, 46(1), 38-55.
[23] Miao, R., & Cao, Y. (2019). High-Performance Work System, Work Well-Being, and Employee Creativity: Cross-Level Moderating Role of Transformational Leadership. International journal of environmental research and public health, 16(9), 1640.
[24] Page, K. M., & Vella-Brodrick, D. A. (2009). The ‘what’,‘why’and ‘how’of employee well-being: A new model. Social Indicators Research, 90(3), 441-458.
[25] Peccei, R., Van de Voorde, F., Van Veldhoven, M., Paauwe, J., Guest, D., & Wright, P. (2013). HRM, well-being and performance: A theoretical and empirical review. HRM & performance, 15-46.
[26] Qu, J., & Zhao, S. (2017). A Study of Enhancing the Representing Function of China’s Labor Union:In the Perspective of the New Institutionalism of Organizational Sociology. Journal of Nanjing University(Philosophy,Humanities and Social Sciences), 54(02), 36-46+158.
[27] Ramsay, H., Scholarios, D., & Harley, B. (2000). Employees and high‐performance work systems: testing inside the black box. British Journal of Industrial Relations, 38(4), 501-531.
[28] Robertson, I. T., Jansen Birch, A., & Cooper, C. L. (2012). Job and work attitudes, engagement and employee performance: Where does psychological well-being fit in? Leadership & Organization Development Journal, 33(3), 224-232.
[29] Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative science quarterly, 224-253.
[30] Seligman, M. E., & Garber, J. (1980). Human helplessness: Theory and applications: Academic Press New York.
[31] SUN, J., & WANG, H. (2016). The potential mechanisms involved in the negative effect of high performance work system. Advances in Psychological Science, 24(07), 1091-1106.
[32] Sun, Z., & He, X. (2012). Trade Union Construction and Labor Rights Protection of Migrant Workers——On a "Scarecrow Mechanism". Management World, (12), 46-60+81.
[33] Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62-78.
[34] Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012). Employee well‐being and the HRM–organizational performance relationship: a review of quantitative studies. International Journal of Management Reviews, 14(4), 391-407.
[35] Vo, A., & Bartram, T. (2012). The adoption, character and impact of strategic human resource management: a case study of two large metropolitan Vietnamese public hospitals. The International Journal of Human Resource Management, 23(18), 3758-3775.
[36] Wang, Y., & Zheng, W. (2012). Performance Analysis and Effect Analysis of Trade Union's Cross-border Functions under Dual Role Positioning. Management World, (10), 130-145.
[37] Wei, X., Dong, Z., & Jing, z. (2015). Has the union Improved the Tmployment Duration Structure of Enterprises? —— Empirical Evidence From a Sample Survey of National Private Enterprises. Management World, (5), 52-62.
[38] Zhan, J., & Zhao, Y. (2017). Trade Unions-Management Relationship and the Operation of Employee Participation Mechanism——Based on the Grounded Theory. Human Resources Development of China, (04), 154-168.
[39] Zhang, M., Hu, E., & Zhang, L. (2018). Enterprise Union Practice in China:Development and Validation of a Measurement Scale. Business Management Journal, 40(11), 39-54.
[40] Zhang, M., Zhu, C. J., Dowling, P. J., & Bartram, T. (2013). Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees. The International Journal of Human Resource Management, 24(16), 3196-3212.
[41] Zhang, Z., & Li, R. (2015). Content Structure and Measurement of Enterprise High Performance Work System. Management World, (05), 100-116.
Published
2020-02-11
How to Cite
Qi, W., & Jiandong, S. (2020). The effect of high-performance work systems on employee well-being: moderate role of union practice. Journal of Research in Business, Economics and Management, 14(2), 2610-2619. Retrieved from http://www.scitecresearch.com/journals/index.php/jrbem/article/view/1837
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