The Influence of High-Commitment Work Systems on Work Well-Being

Abstract

Drawing on the conservation of resources theory, we examine the relationship between a high-commitment work system (HCWS) and work well-being by exploring the mediating role of psychological empowerment and the moderating role of leader trust in this relationship. We test the theoretical model using data from 64 companies, involving 64 supervisors and 434 employees. Consistent with our predictions, the results indicate that HCWS is positively related to work well-being and that psychological empowerment partially mediates this relationship. A leader’s trust in subordinates moderates the impact of HCWS on psychological empowerment and also the indirect effect of HCWS on work well-being through psychological empowerment. These findings contribute to scholars’ understanding of how and when organizational management practices affect employee well-being.