Employee performance, well‐being, and differential effects of human resource management subdimensions: mutual gains or conflicting outcomes?

Ogbonnaya, Chidiebere and Messersmith, Jake (2019) Employee performance, well‐being, and differential effects of human resource management subdimensions: mutual gains or conflicting outcomes? Human Resource Management Journal, 29 (3). pp. 509-526. ISSN 0954-5395

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Abstract

The human resource management (HRM) literature supports the idea that coherent systems of HRM practices can induce attitudinal effects when perceived subjectively by employees. Recently, scholars have proposed that subdimensions of HRM systems exist and account for variance in outcomes. This study explores differential effects of three subdimensions of HRM systems (skill‐, motivation‐, and opportunity‐enhancing HRM practices) on employee innovative behaviours and well‐being. Our predictions are based on the mutual gains perspective, which specifies positive relationships between HRM practices and employee performance, and the conflicting outcomes perspective that links HRM practices to higher job demands and stress. Using data from the Finnish 2012 Practices of Working Life Survey, we find support for both the mutual gains and conflicting outcomes perspectives; however, we also show that the effects of the subsets of HRM practices are heterogeneous.

Item Type: Article
Schools and Departments: University of Sussex Business School > Management
Research Centres and Groups: Future of Work Hub
Depositing User: Chidiebere Ogbonnaya
Date Deposited: 28 Aug 2018 14:03
Last Modified: 14 Aug 2020 10:15
URI: http://sro.sussex.ac.uk/id/eprint/78316

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