Does performance management affect nurses’ well-being?

Decramer, Adelien; Audenaert, Mieke; Waeyenberg, Thomas Van; Claeys, Tine; Claes, Claudia; Vandevelde, Stijn; Loon, Jos van; Crucke, Saskia

doi:10.1016/j.evalprogplan.2014.12.018

Cited by 31 publications

(33 citation statements)

References 50 publications

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“…Consistent with previous research, we regard job satisfaction and emotional exhaustion as affective well-being (Decramer et al, 2015;Van Horn, Taris, Schaufeli, & Schreurs, 2004). Whereas job satisfaction is about the experienced pleasure at work (Schaufeli & Dierendonck, 2004), emotional exhaustion deals with feelings of being overextended and depleted of emotional resources (Schaufeli & Dierendonck, 2004).…”

Section: Psychological Empowerment As a Mediatorsupporting

confidence: 67%

When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

Audenaert

Vanderstraeten

Buyens

2016

The International Journal of Human Resource Management

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HRM and the leader are often assumed to play a joint role in affecting employee reactions. In a multilevel, time-lagged study, we examined the joint role of the employment relationship and leader-member exchange. We tested whether this joint role is essential to when leadermember exchange leads to affective well-being via psychological empowerment. We build on HRM literature to expect that the relationship of leader-member exchange with psychological empowerment is stronger when the employment relationship is consistent with leader-member exchange quality. Results indicated that psychological empowerment mediates the relationship between leader-member exchange and affective well-being. This mediation is stronger for employees in a mutual investment employment relationship. The findings point at the importance of consistency of resources from the employment relationship and leadermember exchange. Nevertheless, the findings also suggest that resources from leader-member exchange compensate for employment relationships with low resources. Our findings contribute to scholars' understanding of the joint role of HRM systems and leader behaviors. KeywordsEmployment relationship, LMX, psychological empowerment, affective well-being, HRM systems, leader behavior 3

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Section: Psychological Empowerment As a Mediatorsupporting

confidence: 67%

When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

Audenaert

Vanderstraeten

Buyens

2016

The International Journal of Human Resource Management

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“…This finding is consistent with the view that public managers can facilitate more positive effects from increasing job demands through the adoption of supportive HRM practices (Gould‐Williams et al ). Our findings imply that performance‐based HRM systems have the potential to foster rather than undermine desirable employee outcomes in public organizations, in accordance with research findings on employee performance management (e.g., Decramer et al ). This potential is increased when civil servants obtain developmental and material rewards that help them cope with the high demands.…”

Section: Discussionsupporting

confidence: 91%

How a demanding employment relationship relates to affective commitment in public organizations: A multilevel analysis

Audenaert

George

Decramer

2017

Public Administration

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It has recently been recognized in the public administration literature that multiple reforms coexist in public organizations, ranging from the Weberian bureaucracy to New Public Management and, more recently, new public governance. This study develops a typology of the employment relationship with features of these macro-level changes and tests their impact on the civil servant's affective commitment by including the individual-level social exchange relationship. This multilevel model is tested with data from 936 employees in a public organization. The findings confirm the existence of different approaches to the employment relationship: overdemanding, mutual investment and moderately demanding. Civil servants in a mutual investment employment relationship are most affectively committed, and civil servants in a moderately demanding employment relationship benefit most from a positive social exchange relationship. Implications for public management theory and practice are discussed.

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“…Some authors found that, although HPWS may instigate higher levels of employee satisfaction and greater intrinsic rewards from their work, employees, at the same time, may experience greater anxiety and more intense work rhythms, increased workloads and strains that ultimately act as a barrier to high performance (Decramer et al, 2015;Van De Voorde & Beijer, 2015). An unintended consequence of the introduction and on-going demands of high involvement management (HIM) -which rather than create an increased sense of coherence or a feeling of being valued by the organisation (therefore increasing PWB) (Wood & de Menezes, 2011) -instead led workers to question the organisation's valuation of staff and the comprehensibility and meaningfulness of what surrounds them (Wood, Van Veldhoven, Croon, & de Menezes, 2012).…”

Section: Paradoxical Pwb Practicesmentioning

confidence: 99%

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

Loon

Otaye‐Ebede

Stewart

2018

The International Journal of Human Resource Management

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It is well established that many HR practices aimed at increasing employees' psychological wellbeing (PWB) and organisational performance conflict and even contradict one another. We address this long-standing issue by undertaking an innovative integrative literature review using the paradox metatheory as a lens. Unlike the contingency approach, a paradox perspective deems real-world tensions as normal, which can also be harnessed, and benefit employees and the organisation. We make three contributions; firstly, we identify contradictory employee PWB and organisational performance HR practices; secondly, we offer a solution in addressing the inherent tension between PWB and organisational performance by developing a new sensemaking conceptual framework; and thirdly, we offer a more nuanced perspective of prevailing arguments by distinguishing endogenous factors that organisations can influence to enhance the synergies between employee PWB and organisational performance HR practices. The intended impact of this paper is to instigate a paradigm shift and shape a new trajectory of thinking about how employee PWB and organisational performance practices can exist side-by-side.

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Does performance management affect nurses’ well-being?

Cited by 31 publications

References 50 publications

When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

When affective well-being is empowered: the joint role of leader-member exchange and the employment relationship

How a demanding employment relationship relates to affective commitment in public organizations: A multilevel analysis

The paradox of employee psychological well-being practices: an integrative literature review and new directions for research

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