Abstract
Our study aims to examine the outcomes of Western-based high-performance work systems (HPWS) from two separate workplace events (job discretion and work intensification) in a Chinese context. Based on Affective Events Theory (AET), employee reactions and job satisfaction may vary depending on their working environment. We applied hierarchical linear modeling (HLM) to analyze data collected from 34 human resources managers and 354 employees working in the Chinese manufacturing and service industries. Our study demonstrates that workplace events based on HPWS may influence employees’ feelings and job satisfaction. Job discretion makes employees feel positive and increases their job satisfaction while work intensification is seen as negative by employees and reduces their job satisfaction. However, results also show that HPWS fail to bring increased satisfaction to employees due to job discretion. This study supports previous studies that not all HPWS may lead to positive outcomes when internal stakeholders’ well-being is not considered. Without considering long-term investment in employees, it is challenging for organizations to maintain their competitiveness and meet their goals. Further research is suggested to include more study of different contexts and time frames while examining the outcomes of HPWS.
Highlights
Over the past two decades, strategic human resource management (SHRM) has focused on management practices—such as high-performance work systems (HPWS)—supporting organizations to attain strategic goals, with market and financial outcomes [1,2,3,4]
We briefly introduce the origins of sustainable HRM followed by SHRM
3H.yRpeostehaerscihs M4.etThhoednegative relationship between work intensification and job satisfaction is mediated by negatPivreevafifoeucts. literature demonstrates the relationship between sustainable HRM, HPWS, and their related influences
Summary
Over the past two decades, strategic human resource management (SHRM) has focused on management practices—such as high-performance work systems (HPWS)—supporting organizations to attain strategic goals, with market and financial outcomes [1,2,3,4]. The critical perspectives on HPWS starts to recognize the downside of these systems on human and social outcomes rather than on financial performance [4,9,14] This critical view suggests that organizational performance may be offset at the expense of employees’ longer working hours and greater work intensification; bring additional pressure on other stakeholders (e.g., employees’ family members and communities) [4,15,16,17,18]. Two contrasting perspectives (i.e., mutual gains and critical views) are included to examine the influences of HPWS on employees’ affective states through two workplace events (i.e., job discretion and work intensification) [8]. This is followed by a conclusion based on the shift in employment relations during transformation from a planned economy to relatively free market in Chinese society [8]
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