Examining the “dark-side” of high performance work systems in the Greek manufacturing sector

Abstract

PurposeThe 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/approachStructural Equation Modeling (SEM) was used on a sample of 524 front-line employees across three Greek manufacturing companies.FindingsThe 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 implicationsThe 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/valueThis 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.

Delegation and consultation on operational and tactical issues: Any difference in their potentialities for a healthier psychosocial work environment?

“…The data used come from a representative sample of employed workers in Spain. While the results corroborate prior research on direct participation practices in other geographical settings with quite different socioeconomic and institutional contexts, such as EU‐27‐Norway and UK, Greece, Sweden, the UK, or New Zealand, 33,46,51,55,56,64 the labor‐management practices and the work‐related psychosocial environment in Spain have characteristics and idiosyncrasies of their own, 51,103,104 which may limit the generalization of these results to other countries.…”

“…No relationship was observed between direct participation practices and work pace, neither among workers in manual occupations nor among those in nonmanual occupations. Though consistent with previous studies, 53,55,64 this result was unexpected since a substantial part of the literature links direct participation to work intensification. 38,40,[65][66][67][68] However, in most cases, direct participation practices have been studied in the context of lean or high-performance management models and therefore, in conjunction with other management practices that are associated with work intensification, such as performance-related payment, 69 just-in-time, waste and nonadded value activities reduction or standardized work 45,[70][71][72] and understaffing, 65 which could compromise positive results of direct participation practices.…”

“…39,58,101,102 The data used come from a representative sample of employed workers in Spain. While the results corroborate prior research on direct participation practices in other geographical settings with quite different socioeconomic and institutional contexts, such as EU-27-Norway and UK, Greece, Sweden, the UK, or New Zealand, 33,46,51,55,56,64 As a result, this study has expanded the evidence on the relationship between direct participation practices and working conditions and it gives some clues for their healthier implementation at company level, particularly among workers in manual jobs.…”

Prácticas de alto rendimiento y su incidencia en el compromiso organizacional. Un estudio en colaboradores de una caja de compensación familiar en Colombia

“…Por otra parte, se aporta al cambio de mentalidad de los directivos de las empresas, quienes han visto la implementación de las prácticas de recursos humanos desarticulada de la estrategia y con un fin netamente operativo (Pantoja-Kauffamann, 2019). Además, se recomienda tener en cuenta dos aspectos que son contribuir a la mejora del compromiso de las personas mediante la promulgación efectiva de las PAR y del comportamiento de liderazgo orientado a las relaciones (Gilbert, De Winne y Sels, 2011), y administrar adecuadamente los sistemas de PAR porque los colaboradores perciben diferentes significados, lo cual puede afectar el nivel de compromiso hacia la organización (Kloutsiniotis et al, 2021).…”

Exploring the Relationship between High-Performance Work Systems, Employee Commitment, and Firm Performance (A Multi Mediation Model)

“…First, implementing HPWS not only generates high-performance levels (Kornau et al, 2020) but is also subject to creating stressors (Giannikis et al, 2019) that could negatively affect performance (Kloutsiniotis et al, 2021).The critical role played by different commitments (affective, normative, continuance, and occupational commitment) in this relationship to improve performance needs to be further investigated (Khan et al, 2021).Social exchange theory recommends that if employees are treated fairly in the organization, they will respond through positive behaviors (Aryee et al, 2002) because of which performance will enhance. In the social exchange process, high-performance work systems are essential input (Snape & Redman, 2010).…”