Influence of high performance work systems on employee subjective well-being and job burnout: empirical evidence from the Chinese healthcare sector

Fan, Di; Cui, Lin; Zhang, Mingqiong Mike; Zhu, Cherrìe Jiuhua; Härtel, C. E. J.; Nyland, Chris

doi:10.1080/09585192.2014.876740

Cited by 131 publications

(134 citation statements)

References 80 publications

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“…High performance wok systems are investigated to be associated with organizational performance in different industries such as Pharmaceutical industry (Zhang and Li 2009), Semiconductor design firms (Tsai 2006), hospital industry (Zhang et al 2013;Bonias et al 2010) and Healthcare sector (Fan et al 2014). Although HR systems are proved to have strong potential for increasing a firm's economic performance but no agreement is still found among researchers about the exact mechanisms (Becker and Gerhart 1996).…”

Section: Hpws and Organizational Performancementioning

confidence: 99%

“…Employees (unions) and HR managers are the main stakeholders with competing interests in HPWS (Galang 1999), so this system benefits both managers and employees by incorporating work practices that rationally encourage them to work together. HPWS has been known as a source of both positive psychological outcomes e.g., employee well being and less burnout (Fan et al 2014) as well as organizational outcomes e.g., Social climate, Innovation and profitability (Razouk 2011;Zhang and Li 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

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High Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan

Riaz

2015

Public Organiz Rev

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A two level analysis was conducted to examine the impact of High Performance Work Systems (HPWS) on organizational performance by investigating four most prevailing theories in HPWS literature i.e., human capital (Resource based view), social exchange, relational coordination, employee attitudes and behaviours. It was proposed that HPWS predicts improved organizational performance and this relationship can be strengthened through intervention of human capital development, degree of social exchange among organizations and its members and productive relationships among employees. It was further argued that HPWS results into employee motivation, job satisfaction and organizational citizenship behaviours, which ultimately results into better organizational performance. Results from 17 manufacturing and service organizations confirmed the significance of association of implemented and perceived HPWS with managerial and employee rated organizational performance. Mediation analysis confirmed the contribution of human capital, social exchange, relational coordination and OCB towards organizational performance but no influence was found for employee attitudes on HPWS-performance linkage.

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Section: Hpws and Organizational Performancementioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

High Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan

Riaz

2015

Public Organiz Rev

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“…First, although burnout has been examined extensively in the healthcare literature, this has been almost exclusively in a clinical healthcare context focusing on the antecedents of burnout (Beek, Hu, Schaufeli, Taris, & Schreurs, 2012;Ekstedt & Fagerberg, 2005;Fan et al, 2014;Vahey, Aiken, Sloane, Clarke, & Vargas, 2004), burnout's dynamic nature (Dunford, Shipp, Boss, Angermeier, & Boss, 2012), nursing contexts (Bakker, Le Blanc, & Schaufeli, 2005;Bazarko, Cate, Azocar, & Kreitzer, 2013;Tourigny, Baba, & Wang, 2010), physician contexts (Schaufeli, Maassen, Bakker, & Sixma, 2011), the impact of organisational culture on burnout (Watts, Robertson, & Winter, 2013) and burnout's influence in high-acuity inpatient settings (Halbesleben, Wakefield, Wakefield, & Cooper, 2008;Leonardi, Pagani, Giovannetti, Raggi, & Sattin, 2013;Shuck & Reio, 2014). First, although burnout has been examined extensively in the healthcare literature, this has been almost exclusively in a clinical healthcare context focusing on the antecedents of burnout (Beek, Hu, Schaufeli, Taris, & Schreurs, 2012;Ekstedt & Fagerberg, 2005;Fan et al, 2014;Vahey, Aiken, Sloane, Clarke, & Vargas, 2004), burnout's dynamic nature (Dunford, Shipp, Boss, Angermeier, & Boss, 2012), nursing contexts (Bakker, Le Blanc, & Schaufeli, 2005;Bazarko, Cate, Azocar, & Kreitzer, 2013;Tourigny, Baba, & Wang, 2010), physician contexts (Schaufeli, Maassen, Bakker, & Sixma, 2011), the impact of organisational culture on burnout (Watts, Robertson, & Winter, 2013) and burnout's influence in high-acuity inpatient settings (Halbesleben, Wakefield, Wakefield, & Cooper, 2008;Leonardi, Pagani, Giovannetti, Raggi, & Sattin, 2013;Shuck & Reio, 2014).…”

Section: Introductionmentioning

confidence: 99%

The impact of hospital customer orientation on burnout of public hospital service workers in New Zealand

Rod

Ashill

2014

Journal of Strategic Marketing

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Using data from frontline hospital employees (FHEs) in a major New Zealand public hospital, this study expands previous research on the relationship between job demand stressors and burnout, and examines the role of customer orientation (CO) as an organisational level variable in the burnout process. The study results show that burnout symptoms partially mediate the effects of job demand stressors on FHEs self-evaluation of their ability to do their job. Besides having a direct negative impact on depersonalisation and reduced personal accomplishment, CO also buffers the dysfunctional effects of job demand stressors on reduced personal accomplishment as well as the dysfunctional effects of emotional exhaustion on depersonalisation. Implications of the results are discussed and future research avenues are offered.

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“…Bundles or systems of HR practices are more influential than individual practices in isolation (Arthur, 1994;Huselid, 1995;MacDuffie, 1995;Youndt et al, 1996;Bae & Lawler, 2000;Choi, 2014;Chuang & Liao, 2010;Demirbag, et al, 2014;Fan, et al, 2014;Shin & Konrad, 2014).…”

Section: Hpws-smes Performance Nexus In the Context Of Smesmentioning

confidence: 99%

“…(Binyamin & Carmeli, 2010;Byron & Khananchi, 2012;Chang et al, 2014;Martinaityte, 2014); HRM-performance connection is pinned down too (e.g. Demirbag, et al, 2014;Fan, et al, 2014;Shin & Konrad, 2014).…”

Section: Can Employee Creativity Mediate the Hpws-performance Nexus?mentioning

confidence: 99%

Filling up the HRM ‘Black Box’; do creativity and management philosophy matter?

Ismail¹,

Majid²,

Joarder³

2017

10.5267/j.msl

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Although mediating variables are of importance in the HPWS-Performance nexus, identification of the fitting intervening variable(s) that mediates between the nexuses is a crucial issue, and the number of the mediating variable(s) which would unravel the so called "black box" remains unresolved and the most burning theoretical and empirical challenge in the Strategic HRM research field. Likewise, moderating variables do have impacts on the HPWS-Performance nexus since the context within which firm operates and the strategic orientations of firms have bearing on the application of HR practices and its effect on the firm's performance. Given this, this work proposed a model which is theorized based on the far-reaching survey of the extant literature. The model theorizes the mediating role of employee creativity and potential moderating role of management philosophy in the HPWS-performance nexus via extensive theoretical and logical argument and exposition. Also, as established by the extant research, HPWS measurement in the context of SME should be employee-oriented, therefore, this work measured HPWS with eight employee-oriented HR architectures, and performance is measured with financial and nonfinancial performance, for being a widespread adopted measurement in many fields of study.

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Influence of high performance work systems on employee subjective well-being and job burnout: empirical evidence from the Chinese healthcare sector

Cited by 131 publications

References 80 publications

High Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan

High Performance Work Systems and Organizational Performance: An Empirical Study on Manufacturing and Service Organizations in Pakistan

The impact of hospital customer orientation on burnout of public hospital service workers in New Zealand

Filling up the HRM ‘Black Box’; do creativity and management philosophy matter?

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