Performance at the cost of well-being? Testing the multi-level effects of HR practices on organisational performance via employee experiences and well-being

IF 1.6 Q2 Business, Management and Accounting
A. Sutton, C. Atkinson
{"title":"Performance at the cost of well-being? Testing the multi-level effects of HR practices on organisational performance via employee experiences and well-being","authors":"A. Sutton, C. Atkinson","doi":"10.1108/ebhrm-12-2022-0299","DOIUrl":null,"url":null,"abstract":"PurposeWhile the potential for HR practices (HRPs) to improve organisational performance is well-established, the mechanisms by which this occurs are complex. Individual HRPs may affect organisational performance either by mutual gains (improving both organisational performance and employee well-being) or by conflicting outcomes (organisational performance is improved at the expense of employee well-being). Models which combine HRPs may mask these differences and this study therefore tests pathways for four individual HRPs.Design/methodology/approachHRPs (employee involvement, pay, performance management and training) were hypothesised to influence organisational performance directly and indirectly via employee experiences of work (communication, autonomy) and employee well-being. The study used a large secondary dataset, the UK Workplace Employee Relations Survey 2011, to test these relationships in a multi-level model.FindingsEmployee experiences of work strongly predicted well-being. In addition, three different pathways from HRP to organisational performance were identified. Pay showed indirect negative effects, involvement had direct positive effects and performance management had a mixture of both positive direct and negative indirect effects on performance.Originality/valueUsing a disaggregated analysis of HRP and demonstrating their differing effects, this study questions the feasibility of a universal model of HRP effects. By using multi-level modelling (MLM), the study develops understanding of employee perspectives and integrates these into organisational-level models, demonstrating that performance effects are partially mediated by both employee experiences of work and employee well-being. Finally, the study highlights the complexity of performance effects achieved via both employee benefits and an intensification of employee experiences.","PeriodicalId":51902,"journal":{"name":"Evidence-based HRM-A Global Forum for Empirical Scholarship","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2023-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"3","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Evidence-based HRM-A Global Forum for Empirical Scholarship","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/ebhrm-12-2022-0299","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"Business, Management and Accounting","Score":null,"Total":0}
引用次数: 3

Abstract

PurposeWhile the potential for HR practices (HRPs) to improve organisational performance is well-established, the mechanisms by which this occurs are complex. Individual HRPs may affect organisational performance either by mutual gains (improving both organisational performance and employee well-being) or by conflicting outcomes (organisational performance is improved at the expense of employee well-being). Models which combine HRPs may mask these differences and this study therefore tests pathways for four individual HRPs.Design/methodology/approachHRPs (employee involvement, pay, performance management and training) were hypothesised to influence organisational performance directly and indirectly via employee experiences of work (communication, autonomy) and employee well-being. The study used a large secondary dataset, the UK Workplace Employee Relations Survey 2011, to test these relationships in a multi-level model.FindingsEmployee experiences of work strongly predicted well-being. In addition, three different pathways from HRP to organisational performance were identified. Pay showed indirect negative effects, involvement had direct positive effects and performance management had a mixture of both positive direct and negative indirect effects on performance.Originality/valueUsing a disaggregated analysis of HRP and demonstrating their differing effects, this study questions the feasibility of a universal model of HRP effects. By using multi-level modelling (MLM), the study develops understanding of employee perspectives and integrates these into organisational-level models, demonstrating that performance effects are partially mediated by both employee experiences of work and employee well-being. Finally, the study highlights the complexity of performance effects achieved via both employee benefits and an intensification of employee experiences.
以幸福为代价的表现?通过员工体验和幸福感测试人力资源实践对组织绩效的多层次影响
目的虽然人力资源实践(HRP)提高组织绩效的潜力是公认的,但其机制是复杂的。个人HRP可能通过相互收益(提高组织绩效和员工幸福感)或相互冲突的结果(以牺牲员工幸福感为代价提高组织绩效)来影响组织绩效。结合HRP的模型可能掩盖了这些差异,因此本研究测试了四个单独HRP的途径。假设设计/方法/方法HRP(员工参与、薪酬、绩效管理和培训)通过员工的工作体验(沟通、自主性)和员工幸福感直接和间接影响组织绩效。这项研究使用了一个大型的二级数据集,即2011年英国工作场所员工关系调查,在多层次模型中测试了这些关系。发现员工的工作经历有力地预测了幸福感。此外,还确定了从HRP到组织绩效的三种不同途径。薪酬表现出间接的负面影响,参与表现出直接的正面影响,绩效管理对绩效既有正面的直接影响,也有负面的间接影响。独创性/价值通过对HRP的分类分析并证明其不同的效果,本研究对HRP效果的通用模型的可行性提出了质疑。通过使用多层次建模(MLM),该研究发展了对员工视角的理解,并将其整合到组织层面的模型中,表明绩效影响部分由员工的工作体验和员工幸福感介导。最后,该研究强调了通过员工福利和员工体验强化实现的绩效效应的复杂性。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
求助全文
约1分钟内获得全文 求助全文
来源期刊
CiteScore
2.70
自引率
6.20%
发文量
39
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
确定
请完成安全验证×
copy
已复制链接
快去分享给好友吧!
我知道了
右上角分享
点击右上角分享
0
联系我们:info@booksci.cn Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。 Copyright © 2023 布克学术 All rights reserved.
京ICP备2023020795号-1
ghs 京公网安备 11010802042870号
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术官方微信