Online citations, reference lists, and bibliographies.
Please confirm you are human
(Sign Up for free to never see this)
← Back to Search

High-Performance Work Systems And Job Control

Jaclyn M Jensen, Pankaj C. Patel, J. Messersmith
Published 2013 · Psychology

Save to my Library
Download PDF
Analyze on Scholarcy
Share
This study examines relationships among high-performance work systems (HPWS), job control, employee anxiety, role overload, and turnover intentions. Building on theory that challenges the rhetoric versus reality of HPWS, the authors explore a potential “dark side” of HPWS that suggests that HPWS, which are aimed at creating a competitive advantage for organizations, do so at the expense of workers, thus resulting in negative consequences for individual employees. However, the authors argue that these consequences may be tempered when HPWS are also implemented with a sufficient amount of job control, or discretion given to employees in determining how to implement job responsibilities. The authors draw on job demands–control theory and the stress literatures to hypothesize moderated-mediation relationships relating the interaction of HPWS utilization and job control to anxiety and role overload, with subsequent effects on turnover intentions. The authors examine these relationships in a multilevel sample of 1,592 government workers nested in 87 departments from the country of Wales. Results support their hypotheses, which highlight several negative consequences when HPWS are implemented with low levels of job control. They discuss their findings in light of the critique in the literature toward the utilization of HPWS in organizations and offer suggestions for future research directions.
This paper references
Are paid on the basis of a skill rather than a job-type (i.e. pay is primarily determined by a person's skill or knowledge level as opposed to the particular job they hold)
10.1037/a0020141
A general multilevel SEM framework for assessing multilevel mediation.
K. Preacher (2010)
10.5465/256865
PSYCHOLOGICAL EMPOWERMENT IN THE WORKPLACE: DIMENSIONS, MEASUREMENT, AND VALIDATION
G. Spreitzer (1995)
10.5465/3069345
High-Involvement Work Practices, Turnover, and Productivity: Evidence from New Zealand
J. Guthrie (2001)
The human resource-firm performance
P. M. Wright (2003)
10.1177/0149206305279370
High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure
W. Evans (2005)
10.1037/0021-9010.76.3.380
Organizational Commitment, Job Involvement, and Turnover: A Substantive and Methodological Analysis
Mark A. Huselid (1991)
What executives should remember.
P. Drucker (2006)
10.1108/00483480910978027
Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared
B. Kroon (2009)
10.1177/0149206306293668
Strategic Human Resources Management: Where Do We Go From Here?
B. Becker (2006)
10.1111/J.1467-6486.1993.TB00315.X
STRENGTH IS IGNORANCE; SLAVERY IS FREEDOM: MANAGING CULTURE IN MODERN ORGANIZATIONS*
H. Willmott (1993)
10.1111/J.1467-8543.2004.00318.X
A Critical Assessment of the High-Performance Paradigm
J. Godard (2004)
10.5465/256741
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance
Mark A. Huselid (1995)
10.1080/1471903042000339400
Pushed organizational pulls
M. Noordegraaf (2005)
Wales Local Government Staff Survey, 2006-2008 [computer file
J. Gould-Williams (2009)
10.1111/J.1744-6570.2000.TB02418.X
Measurement error in research on human resources and firm performance: How much error is there and how does it influence effect size estimates?
Barry A. Gerhart (2000)
Are covered by "family-friendly" policies (e.g. time off to care for dependents)
10.1080/09585190701570700
HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government
J. Gould-Williams (2007)
Are provided with financial performance information
Have one or more employment test prior to hiring (e.g. personality, ability tests)
10.5465/AMJ.2009.44635525
Employee-Organization Exchange Relationships, HRM Practices, and Quit Rates of Good and Poor Performers
J. Shaw (2009)
10.1177/014920630202800302
Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research
P. Wright (2002)
10.1002/(SICI)1099-1379(1998)19:1+<649::AID-JOB970>3.0.CO;2-T
Is the psychological contract worth taking seriously
D. Guest (1998)
10.1016/0749-5978(91)90020-T
The theory of planned behavior
I. Ajzen (1991)
High performance work systems in emergent organizations: Implications
J. G. Messersmith (2010)
10.5465/AMJ.2009.44635041
The Consequences of Human Resource Stocks and Flows: A Longitudinal Examination of Unit Service Orientation and Unit Effectiveness
Robert E. Ployhart (2009)
10.1080/09585190802200272
Strategic HRM in North America: looking to the future
David P. Lepak (2008)
10.5465/256524
Effects of stressful job demands and control on physiological and attitudinal outcomes in a hospital setting.
Mary Lou Fox (1993)
10.1080/03085148500000001
Marx, the joker in the pack (or the included middle)∗
Étienne Balibar (1985)
10.1002/HRM.20158
An examination of the use of high-investment human resource systems for core and support employees
David P. Lepak (2007)
Through the looking glass of a social system: Cross-level mediating effects of high performance work systems on employee attitudes
R. Takeuchi (2009)
UK Data Archive [distributor
Essex Colchester
10.1177/0149206310373400
Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management
Mark A. Huselid (2011)
From Control to Commitment in the Workplace: In Factory after Factory, There Is a Revolution Under Way in the Management of Work. Readings on Labor-Management Relations.
R. Walton (1991)
10.1016/S0885-2006(96)90012-5
Factors Affecting Turnover among Family Child Care Providers: A Longitudinal Study.
C. Todd (1996)
10.4324/9780203889015
The Routledge Companion to Strategic Human Resource Management
J. Storey (2008)
Receive training in a variety of jobs or skills
10.1111/1467-8543.00178
Employees and High-PerformanceWork Systems:Testinginside the Black Box
H. Ramsay (2000)
Are hired following intensive/extensive recruiting (e.g. your department had to put forth a lot of effort to recruit)
10.1111/J.1468-0408.1985.TB00244.X
NON-PROFIT PERFORMANCE INDICATORS IN THE PUBLIC SECTOR
D. Mayston (2008)
10.1111/J.1748-8583.1999.TB00200.X
Human resource management - the workers' verdict
D. Guest (1999)
Human Resource Management: Rhetorics and Realities
K. Legge (1995)
10.1037/0021-9010.90.4.740
The personal costs of citizenship behavior: the relationship between individual initiative and role overload, job stress, and work-family conflict.
M. Bolino (2005)
Receive a formal personal performance appraisal/feedback from more than one source (i.e. from several individuals such as supervisors, peers
Receive intensive training in generic skills (e.g. problem-solving
Managing non-profit organisations: towards a new approach
H. Anheier (2000)
10.1037/0021-9010.92.4.1069
An Empirical Examination of the Mechanisms Mediating between High-Performance Work Systems and the Performance of Japanese Organizations
R. Takeuchi (2007)
10.1016/0001-8791(91)90006-8
General attitudes and organizational withdrawal: An evaluation of a causal model
K. A. Hanisch (1991)
10.1108/ws.2003.07952cae.001
The essentials of the new workplace : a guide to the human impact of modern working practices
David Holman (2002)
10.1080/09585190210158501
The importance of HR practices and workplace trust in achieving superior performance: A study of public-sector organizations
J. Gould-Williams (2003)
Have access to a formal grievance and/or complaint system
10.1111/1467-6486.00042
Soft and Hard Models of Human Resource Management: A Reappraisal
C. Truss (1997)
10.1111/J.1744-6570.1993.TB00874.X
Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings.
R. Tett (2006)
10.1037/0021-9010.89.3.442
Stressful work, psychological job strain, and turnover: a 2-year prospective cohort study of truck drivers.
E. M. de Croon (2004)
10.1080/00273170902949719
The Effects of Educational Diversity in a National Sample of Law Students: Fitting Multilevel Latent Variable Models in Data With Categorical Indicators
N. Gottfredson (2009)
Are provided with service department operating performance information
The brief symptom inventory: Administration, scoring, and procedure manual I
L R Derogatis (1983)
10.1016/S1053-4822(98)90006-7
Issues of fit in strategic human resource management: Implications for research
John E. Delery (1998)
10.1002/9780470713365.CH16
The Human Resource ‒ Firm Performance Relationship: Methodological and Theoretical Challenges
P. Wright (2008)
10.1198/tech.2005.s263
Generalized Latent Variable Modeling: Multilevel,Longitudinal, and Structural Equation Models
S. Lipovetsky (2005)
10.1111/J.1748-8583.2005.TB00154.X
Commonalities and contradictions in HRM and performance research
P. Boselie (2005)
Mplus user’s guide (5th ed
B. Muthén (1998)
Are promoted on the basis of merit or performance as opposed to length of service
10.1007/BF02294400
A general model for the analysis of multilevel data
H. Goldstein (1988)
10.1177/014920630202800604
High Performance Work Systems and Intermediate Indicators of Firm Performance Within the US Small Business Sector
S. Way (2002)
Routinely perform more than one job (are "cross utilized"/multi-skilled)
10.1111/1467-6486.00073
HRMism and the Languages of Re-presentation
T. Keenoy (1997)
10.1037/0021-9010.86.3.401
The impact of self-efficacy on stressor-strain relations: coping style as an explanatory mechanism.
S. Jex (2001)
10.1002/JOB.640
SHRM and job design: Narrowing the divide
B. Becker (2010)
HRM and labor productivity: Does industry matter
D. K. Datta (2005)
For the department-level measure, items 1 through 19 are from Datta
(1999)
10.1016/c2013-0-12378-1
Anxiety and behavior
C. Spielberger (1966)
10.1108/00483489010004306
HRM: A Case of the Wolf in Sheep′s Clothing?
T. Keenoy (1990)
10.4324/9780203889015-11
Critical perspectives on strategic HRM
M. Alvesson (2009)
Evaluating the effects of “best practice” HRM in local government: Full research report (ESRC end of award report, RES-000-22-1454)
J. S. Gould-Williams (2008)
Are involved in programmes designed to elicit participation and employee input (e.g. quality circles, problem-solving or similar groups)
Are organized in self-directed teams in performing a major part of their work roles
10.1037/1082-989X.5.2.199
Statistical power and optimal design for multisite randomized trials.
S. Raudenbush (2000)
10.1080/10705511.2011.557329
Alternative Methods for Assessing Mediation in Multilevel Data: The Advantages of Multilevel SEM
K. Preacher (2011)
Are offered flexible working (e.g. job share/term-time employment/flexitime, home working)
10.1111/j.1467-6486.2006.00638.x
The Lack of Impact of Dissensus Inspired Analysis on Developments in the Field of Human Resource Management
A. Keegan (2006)
Factors affecting turnover among child care providers: A longitudinal study
C. M. Todd (1996)
Receive intensive/extensive training in organization-specific skills (i.e. task or organization specific training)
10.1111/J.1744-6570.2008.01127.X
THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES
R. Takeuchi (2009)
10.2307/256713
Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions
John E. Delery (1996)
10.1037/a0013504
Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality.
H. Liao (2009)
Evaluating the effects of "best practice
J S Gould-Williams (2008)
10.1080/0958519032000145828
Human resource management, institutionalization and organizational performance: a comparison of hospitals, hotels and local government
Paul Boselie (2003)
10.1111/J.1744-6570.2008.00121.X
EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION
L. Nishii (2008)
Are routinely administered attitude surveys to identify and correct employee morale problems
10.1111/0081-1750.00078
5. Three Likelihood-Based Methods for Mean and Covariance Structure Analysis with Nonnormal Missing Data
K. Yuan (2000)
10.1080/1471903042000339392
Using social exchange theory to predict the effects of hrm practice on employee outcomes
J. Gould-Williams (2005)
Wales Local Government Staff Survey
J Gould-Williams (2006)
10.2307/2391486
Role Conflict and Ambiguity in Complex Organizations.
J. R. Rizzo (1970)
10.1016/0749-5978(85)90032-9
The measurement of role variables: Exploratory examination of a new approach
Thomas W. Dougherty (1985)
10.5465/AMJ.2005.15993158
HUMAN RESOURCE MANAGEMENT AND LABOR PRODUCTIVITY: DOES INDUSTRY MATTER?
Deepak K. Datta (2005)
Emerging theoretical and methodological issues in the study of work-related stress
Oaks (1991)
Examining variability in high investment human resource system use across employee groups, establishments, and industries
D P Lepak (2007)
10.1007/BF02295996
Note on the sampling error of the difference between correlated proportions or percentages
Q. Mcnemar (1947)
10.5465/256705
Effects of human resource systems on manufacturing performance and turnover
Jeffrey B. Arthur (1994)
10.5465/256718
The Impact of Human Resource Management Practices on Perceptions of Organizational Performance
J. Delaney (1996)
10.1037/1076-8998.4.2.142
Stress and workload of men and women in high-ranking positions.
U. Lundberg (1999)
Current and future perspectives on stress in organizations
T. A. Beehr (1982)
10.1093/ACPROF:OSO/9780198782049.003.0002
Soft and Hard Models of Human Resource Management
C. Truss (1999)
10.1111/J.1744-6570.2008.00136.X
THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY
K. Birdi (2008)
10.1080/02678370410001734322
‘Management Standards’ work-related stress in the UK: practical development
Rosanna Cousins * (2004)
10.1016/S0099-1333(99)00113-5
Stress and Job Performance: Theory, Research, and Implications for Managerial Practice
Mary Ann Affleck (1999)
10.1177/001979390105400402
High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work
J. Godard (2001)
10.5465/3069383
MANAGING CUSTOMER SERVICES: HUMAN RESOURCE PRACTICES, QUIT RATES, AND SALES GROWTH
R. Batt (2002)
The impact of self-efficacy on stressor-strain
Greenwich (2001)
10.1002/9780470583333.CH2
Overview of Structural Equation Models and Recent Extensions
K. Bollen (2010)
Hold non-entry level jobs as a result of internal promotions ( i.e. % of employees that have been promoted within the organisation since their initial post)
Do “high performance” work practices improve establishment level outcomes
P. Cappelli (2001)
10.5465/AMR.1999.1580439
The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development
David P. Lepak (1999)
Local Government Act 1999: Guidance to local authorities in Wales on Best Value (Circular 14/2000)
(2000)
10.1002/HRM.20342
High performance work systems in emergent organizations: Implications for firm performance
J. Messersmith (2010)
10.29085/9781856049894.009
Human resource management.
Dietmar Borst (2001)
10.18356/12a470be-en
Performance indicators.
F. Harris (1985)
10.1002/HRM.3930330308
Human resource practices: Administrative contract makers
D. Rousseau (1994)
10.1177/009102609302200310
Predicting and Managing Turnover in Human Service Agencies: A Case Study of an Organization in Crisis
Danny L. Balfour (1993)
10.2307/2392498
Job decision latitude and mental strain: Implications for job redesign
R. Karasek (1979)
10.1111/1467-6486.00275
Complexities and Controversies in Linking HRM with Organizational Outcomes
C. Truss (2001)
10.2307/271070
Complex Sample Data in Structural Equation Modeling
B. Muthén (1995)
10.1002/(SICI)1099-050X(199821)37:1<31::AID-HRM4>3.0.CO;2-W
On becoming a strategic partner: The role of human resources in gaining competitive advantage
J. Barney (1998)
The brief symptom inventory: Administration, scoring, and procedure manual I. Baltimore: Clinical Psychometric Research
L. R. Derogatis (1983)
10.1111/J.1744-6570.2009.01165.X
STRATEGIC HUMAN RESOURCE MANAGEMENT IN SERVICE CONTEXT: TAKING CARE OF BUSINESS BY TAKING CARE OF EMPLOYEES AND CUSTOMERS
C. Chuang (2010)
10.1037/0021-9010.73.1.11
Relation of job stressors to affective, health, and performance outcomes: a comparison of multiple data sources.
P. Spector (1988)



This paper is referenced by
10.4038/JBS.V4I2.19
High -performance work practices and employee attitudes: Evidence from hotel industry in Sri Lanka
A. Saravanabawan (2017)
10.1111/1748-8583.12254
Human resource management–well‐being–performance research revisited : Past, present, and future
R. Peccei (2019)
10.1016/J.EMJ.2016.04.002
Are High-Performance Work Systems always a valuable retention tool? The roles of workforce feminization and flexible work arrangements
Luigi Stirpe (2017)
Bridging the relationship of Transformational Leadership and Turnover intentions with mediating effect of Employee engagement
Sobia Sultana (2018)
10.1080/23322373.2019.1616493
An effective learning culture: Using high performance work systems to strengthen the relationship between communities of practice and knowledge creation in Africa
F. Nansubuga (2019)
10.1016/J.EMJ.2016.01.005
The effects of high-performance work systems on hospital employees' work-related well-being: Evidence from Greece
D. Mihail (2016)
10.1177/0018726716655391
Extrinsic work values and feedback: Contrary effects for performance and well-being
Kimberly K Merriman (2017)
10.5465/19416520.2014.872335
An Aspirational Framework for Strategic Human Resource Management
S. E. Jackson (2014)
10.1111/COMT.12116
Reconceptualizing Communication Overload and Building a Theoretical Foundation
Keri K. Stephens (2017)
Strategies for Reducing Employee Stress and Increasing Employee Engagement
Kumar Subramaniam (2017)
10.7282/T3N014J6
HR practice saliency and its influence on psychological climate, job satisfaction and organizational commitment: an employee level study-the pilot study
Sargam Garg (2013)
10.1186/S11782-018-0042-X
Where there is light, there is dark: a dual process model of high-performance work systems in the eyes of employees
Xueqing Fan (2018)
10.1177/1059601117730238
The Good, the Not So Bad, and the Ugly of Competitive Human Resource Practices: A Multidisciplinary Conceptual Framework
A. Sapegina (2017)
10.25145/J.PASOS.2015.13.096
Institutional environment and job well‑being on the governance of the tourism industry: a European study
Deybbi Cuéllar-Molina (2015)
10.1108/IJM-11-2016-0207
Calculative and collaborative HRM practices, turnover and performance
Alvaro Cristiani (2019)
10.1080/14719037.2019.1699944
Public service motivation matters: examining the differential effects of challenge and hindrance stressors on organizational identification and turnover intention
Yuanjie Bao (2019)
10.3390/ijerph17072477
The Impact of the Direct Participation of Workers on the Rates of Absenteeism in the Spanish Labor Environment
Raúl Payá Castiblanque (2020)
10.1111/irel.12066
The Relationships of Informal High Performance Work Practices to Job Satisfaction and Workplace Profitability
Yoshio Yanadori (2014)
Role Overload and Job Stress : The Role of Perceived Organizational Support
K. Bakker (2017)
10.1080/09585192.2015.1043136
Are high-performance work practices related to individually perceived stress? A job demands-resources perspective
Mihaela Topcic (2016)
10.1108/20408001211279238
High performance human resource practices and organizational performance: The mediating role of occupational safety and health
Simon C. H. Chan (2012)
10.3389/fpsyg.2019.00036
An Integrated Psycho-Sociological Perspective on Public Employees’ Motivation and Performance
A. Ciobanu (2019)
10.1002/HRM.21767
High‐Performance Work Systems in Professional Service Firms: Examining the Practices‐Resources‐Uses‐Performance Linkage
Na Fu (2017)
10.1080/23303131.2015.1031416
Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices
S. Selden (2015)
High performance work systems and workplace safety : a multilevel approach
P. Okhawere (2016)
10.1108/er-04-2019-0185
New times for HRM? Well-being oriented management (WOM), harmonious work passion and innovative work behavior
Andrés Salas-Vallina (2020)
10.1080/09585192.2016.1262888
The relationship between perceived training and development and employee retention: the mediating role of work attitudes
Luke Fletcher (2018)
10.4225/03/59C1CA210F093
Work-related driver safety: A multi-level investigation
A. Warmerdam (2019)
Employee perceptions of high involvement work practices and burnout in health care: a conservation of resources theory perspective
S. Kilroy (2015)
10.1111/1748-8583.12062
The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes
K. V. D. Voorde (2015)
10.1080/23311975.2020.1786316
Corporate culture, management commitment, and HRM effect on operation performance: The mediating role of just-in-time
M. Qamruzzaman (2020)
10.1080/09585192.2016.1146321
Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study.
Viktoria Oppenauer (2018)
See more
Semantic Scholar Logo Some data provided by SemanticScholar