High involvement work systems, happiness at work (HAW) and absorptive capacity: a bathtub study

Abstract

PurposeThe purpose of this research is to examine the impact of high-involvement work systems (HIWS) on absorptive capacity. In addition, the mediating effect of happiness at work in the relationship between high-involvement work practices and absorptive capacity is analyzed.Design/methodology/approachA 2-1-2 bathtub multilevel mediation model was used to analyze a sample of 783 employees from 111 bank branches, gathering data at three different times.FindingsThe results reveal that HIWS positively affect absorptive capacity. In addition, they show that happiness at work partially mediates the relationship between HIWS and absorptive capacity.Originality/valueHappiness at work is a fundamental element for knowledge absorption. The findings support the basic assumptions of the job demands-resources model, and demonstrate how HIWS, acting as a job resource, lead to positive attitudes (happiness at work) and, in turn, to positive outcomes (absorptive capacity). The proposed HIWS, based on the assumptions of the mutual gains model, reveal a positive employment relationship with effects on both HAW and organizational outcomes. If organizations expose their employees to management practices that have specific benefits for their HAW, employees are more likely to perform their jobs in ways that will promote their absorptive capacity.

Intensified Job Demands and Cognitive Stress Symptoms: The Moderator Role of Individual Characteristics

“…This idea is also in line with recent notions that for a more efficient HR management, it may be better to implement HR management in bundles rather than as isolated practices (for more see Salas-Vallina et al, 2020). Such actions could also support media and other knowledge workers in highly digitalized fields in maintaining their competence in crucial aspects of their work, such as creativity (Malmelin and Nivari-Lindström, 2017;Deuze, 2019) and knowledge absorption capacity (Salas-Vallina et al, 2020).…”

“…These actions focusing on both the work environment and the ways in which employees perceive and encounter their work environment may support employees' effective cognitive functioning even in the presence of IJDs that seem to have become a permanent part of contemporary working life (e.g., Obschonka et al, 2012;Kubicek et al, 2015). This idea is also in line with recent notions that for a more efficient HR management, it may be better to implement HR management in bundles rather than as isolated practices (for more see Salas-Vallina et al, 2020). Such actions could also support media and other knowledge workers in highly digitalized fields in maintaining their competence in crucial aspects of their work, such as creativity (Malmelin and Nivari-Lindström, 2017;Deuze, 2019) and knowledge absorption capacity (Salas-Vallina et al, 2020).…”

High-involvement HRM and positive WOM intentions: a mediation model

“…Boxall et al (2019) noted that adopting such practices is widely considered an important means for improving the performance and well-being of personnel. Moreover, as suggested by the extant empirical evidence, HIHRPs positively influence various desirable outcomes, such as employees' absorptive capacity and happiness at work (Salas-Vallina et al, 2020), affective commitment (Shin et al, 2020) and OCBs (Gupta and Sharma, 2018).…”

Towards a Sustainable Leader-Follower Relationship: Constructive Dissensus, Organizational Virtuousness and Happiness at Work (HAW)

“…The concept of HAW was conceptually proposed by Fisher [24] and empirically checked by Salas Vallina et al [25]. It was derived from the positive approach to human resource management to address the progressive dehumanization of organizations [26].…”

“…It emerged as a response to the need for sufficiently explanatory measures of positive attitudes, as existing ones were quite narrow, and some of them overlapped with each other [27]. Based on the proposal of Harrison et al [28], who underlined the need for a higher-order construct going beyond job satisfaction and organizational commitment, and based on the solid literature review, Salas-Vallina et al [14,25] developed and empirically checked the HAW scale. However, only specific leadership styles have been taken into account as antecedents of HAW, and constructive dissensus might provide a broader approach to explain how and why HAW emerges.…”