Please use this identifier to cite or link to this item:
|Title:||Examining the “dark-side” of high performance work systems in the Greek manufacturing sector|
|Authors:||Kloutsiniotis, Panagiotis V.|
Katou, Anastasia A.
Mihail, Dimitrios M.
|Subjects:||FRASCATI::Social sciences::Economics and Business::Business and Management|
|Keywords:||High performance work systems|
|Publisher:||Emerald Publishing Limited|
|Source:||Employee Relations: The International Journal|
|Abstract:||Purpose – The present study follows the conflicting outcomes perspective of Human Resources Management (HRM) and examines the effects of employees’ perceptions of high performance work systems (HPWS) on job demands (role conflict, role ambiguity and work pressure) and work engagement (vigor and dedication). Design/methodology/approach – Structural Equation Modeling (SEM) was used on a sample of 524 front- line employees across three Greek manufacturing companies. Findings – The findings show that HPWS is negatively associated with all three job demands. Hence, the “critical perspective” is not supported. In turn, role conflict and role ambiguity reduce employees’ work engagement, although the third job demand included in the study (work pressure) showed a positive relationship on dedication. Last but not least, this study calculates HPWS as both a system and as subsets of HRM practices, and provides useful insights regarding the differences between the two different measurement methods. Practical implications – The present study brings further empirical evidence in the HRM field by examining whether HPWS is good or bad for employee well-being. Moreover, the findings underscore the detrimental impact that job demands may have on employees’ work engagement, and highlights the fact that HPWS might not necessarily be a “win-win” scenario for employees and employers. Originality/value – This study follows the most recent developments in the HRM literature and examines the dark (negative) approach of HPWS in the Greek manufacturing sector. Finally, theoretical and managerial implications are drawn for improving our understanding of how HPWS influences job demands and ultimately employees’ work engagement.|
|Appears in Collections:||Department of Business Administration |
Files in This Item:
|kloutsiniotis et al. (2021).pdf||983,21 kB||Adobe PDF||View/Open|
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.