Are high‐performance work practices (HPWPs) enabling or disabling? Exploring the relationship between selected HPWPs and work‐related disability disadvantage

We develop the organizational characteristics element of Stone and Colella's (1996) framework by drawing on the Ability–Motivation–Opportunity (AMO) model to assess the relationship between high‐performance work practices (HPWPs) and work‐related disability disadvantage. We develop competing “e...

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Bibliographic Details
Published in:Human resource management Vol. 57; no. 2; pp. 499 - 513
Main Authors: Hoque, Kim, Wass, Victoria, Bacon, Nicolas, Jones, Melanie
Format: Journal Article
Language:English
Published: Hoboken, USA Wiley Periodicals, Inc 01.03.2018
Wiley Periodicals Inc
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ISSN:0090-4848, 1099-050X
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Summary:We develop the organizational characteristics element of Stone and Colella's (1996) framework by drawing on the Ability–Motivation–Opportunity (AMO) model to assess the relationship between high‐performance work practices (HPWPs) and work‐related disability disadvantage. We develop competing “enabling” and “disabling” hypotheses concerning the influence of selected HPWPs (competency testing, performance appraisal, individual performance‐related pay, teamworking, and functional flexibility) on disabled relative to nondisabled employees. An empirical assessment of these competing hypotheses using matched employer–employee data from the nationally representative British Workplace Employment Relations Study 2011 reveals a negative relationship between these HPWPs when used in combination and the proportion of disabled employees at the workplace, although this relationship disappears in workplaces with a wide range of disability equality practices. While disabled employees report lower work‐related well‐being than their nondisabled counterparts, we find limited evidence that this is associated with the presence of HPWPs.
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ISSN:0090-4848
1099-050X
DOI:10.1002/hrm.21881