Where there is light, there is dark: a dual process model of high-performance work systems in the eyes of employees

Xueqing Fan,Yan Liu,Xi Zou

doi:10.1186/s11782-018-0042-x

Abstract

High-performance work systems have been widely adopted in the workplace. Previous research on high-performance work systems debated whether the generated effects are mutual gains or conflicting outcomes for employers and employees. Drawing on the job demands and resources model, this conceptual study proposes that high-performance work systems can be both beneficial and harmful by eliciting distinct perceptions in employees. Specifically, perceptions of job resources are the positive and perceptions of job demands are the negative mechanism whereby high-performance work systems affect employee job performance. This research further proposes that servant leadership strengthens the positive impact of high-performance work systems, whereas directive leadership strengthens the negative impact. Overall, this conceptual research provides new insights into the research on high-performance work systems.

Highlights

High-performance work systems (HPWS) have garnered much research attention over the past three decades and such attention seems to be increasing (Jackson, Schuler and Jiang 2014)
Drawing on the job demands and resources (JD-R) model (Demerouti et al 2001), we identify perceived job demands and perceived job resources as contrasting perceptions employees hold toward HPWS, which leads to different performance outcomes
We further propose that the extent to which employees perceive HPWS to be job resources or demands is contingent on two leadership styles, providing new insights into the research on HPWS

Summary

Introduction

High-performance work systems (HPWS) have garnered much research attention over the past three decades and such attention seems to be increasing (Jackson, Schuler and Jiang 2014). It is documented that employees exposed to HPWS tend to be proactive (Beltrán-Martín et al 2017) and creative (Chang et al 2014) and have high job performance (Aryee et al 2012, 2016; Liao et al 2009). This line of research suggests that HPWS offers mutual gains for both employees and their organizations (van de Voorde, Paauwe, and Van Veldhoven 2012). According to Ostroff and Bowen (2016), human resource practices serve as a signaling system that sends messages to employees about

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