Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes?

Ogbonnaya, Chidiebere and Messersmith, Jake (2018) Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? Human Resource Management Journal. ISSN 0954-5395

[img] PDF (Accepted manuscript) - Submitted Version
Restricted to Repository staff only until 24 July 2020.
Available under License Creative Commons Attribution Non-commercial.

Download (939kB) | Request a copy

    Abstract

    The human resource management (HRM) literature supports the idea that coherent systems of HRM practices can induce attitudinal effects when perceived subjectively by employees. Recently, scholars have proposed that subdimensions of HRM systems exist and account for variance in outcomes. This study explores differential effects of three subdimensions of HRM systems (skill‐, motivation‐, and opportunity‐enhancing HRM practices) on employee innovative behaviours and well‐being. Our predictions are based on the mutual gains perspective, which specifies positive relationships between HRM practices and employee performance, and the conflicting outcomes perspective that links HRM practices to higher job demands and stress. Using data from the Finnish 2012 Practices of Working Life Survey, we find support for both the mutual gains and conflicting outcomes perspectives; however, we also show that the effects of the subsets of HRM practices are heterogeneous.

    Item Type: Article
    Uncontrolled Keywords: hrm practices,innovative behaviours,well-being,affective commitment,job demands,stress
    Faculty \ School: Faculty of Social Sciences > Norwich Business School
    Depositing User: LivePure Connector
    Date Deposited: 26 Jun 2018 09:30
    Last Modified: 31 Dec 2018 01:06
    URI: https://ueaeprints.uea.ac.uk/id/eprint/67434
    DOI: 10.1111/1748-8583.12203

    Actions (login required)

    View Item