Win-Win? A Study on the Effects of High Performance Work Systems on Well-Being and Performance

Abstract

In the field of strategic human resource management scholars have recently called for attention at the relationship of high performance work systems (HPWS) with outcomes that pertain to employees’ well- being rather than simply to performance. However, there is limited evidence on whether the organization can take into account the dual benefits of employer (performance) and employee (well-being). This possibility was investigated with data from the matching questionnaire survey of 74 supervisors and 301 employees of Chinese localization enterprises. Data were collected at different time points. The results showed that HPWS were positively related to both employee well-being and to team performance. Work-family facilitation rather than work-family conflict mediated the relationship between HPWS and employee well-being. Authoritarian leadership moderated the relationship of HPWS with work-family facilitation rather than team performance. Finally, the moderating role of authoritarian leadership was mediated by work-family facilitation. The implications of the findings for theory and practice are discussed.