Abstract
Both positive and negative employee consequences have been found to result from high performance work system (HPWS) use, and we expect that these differing employee-level effects depend on which practices are included in the HPWS bundled. The current study explores increased job demands and subsequent psychological strain as potential outcomes of high involvement practices. The relationship was supported in a sample of 21,312 employees across 1,913 workplaces, and the use of additional practices (personality-based selection, competency-based selection, and communication practices) were shown to moderate the effect. Limitations, implications, and directions for future research are discussed.
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