High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior

The aim of this paper is to deepen our understanding of the relationships between high-performance work practices (HPWPs) and employee well-being. In particular, we integrate three employee well-being types, proposing that HPWPs positively affect employee health (i.e. health status, sickness absence...

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Veröffentlicht in:International journal of human resource management Jg. 33; H. 10; S. 2109 - 2137
Hauptverfasser: Hauff, Sven, Felfe, Jörg, Klug, Katharina
Format: Journal Article
Sprache:Englisch
Veröffentlicht: London Routledge 22.04.2022
Taylor & Francis LLC
Schlagworte:
Boundary conditions
employee well-being
Employees
Health
Health status
High performance work practices
HPWPs
Human resource management
Human resources management
Job satisfaction
Leadership
Satisfaction
Sick leave
Sleep
supportive leadership
Well being
Work
ISSN:0958-5192, 1466-4399
Online-Zugang:Volltext
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Abstract The aim of this paper is to deepen our understanding of the relationships between high-performance work practices (HPWPs) and employee well-being. In particular, we integrate three employee well-being types, proposing that HPWPs positively affect employee health (i.e. health status, sickness absence, and sleep quality), mediated by job satisfaction and employee engagement. We also analyze the influence of supportive leadership as a key contextual factor. We hypothesize that the positive relationships between HPWPs and employee health via job satisfaction and engagement will be reinforced by supportive leadership, since the relationships between HPWPs and a) job satisfaction and b) work engagement should be stronger when leadership is more supportive. These hypotheses are tested with representative data from German-speaking countries (Austria, Germany, and Switzerland; N = 3325). The results support the mediating roles of job satisfaction and work engagement. Interestingly, the remaining direct relationships between HPWPs and sleep quality are negative, which supports a counteracting effects model. We further find a moderating effect where, in contrast to our assumption, supportive leadership attenuates HPWPs' effects.
AbstractList The aim of this paper is to deepen our understanding of the relationships between high-performance work practices (HPWPs) and employee well-being. In particular, we integrate three employee well-being types, proposing that HPWPs positively affect employee health (i.e. health status, sickness absence, and sleep quality), mediated by job satisfaction and employee engagement. We also analyze the influence of supportive leadership as a key contextual factor. We hypothesize that the positive relationships between HPWPs and employee health via job satisfaction and engagement will be reinforced by supportive leadership, since the relationships between HPWPs and a) job satisfaction and b) work engagement should be stronger when leadership is more supportive. These hypotheses are tested with representative data from German-speaking countries (Austria, Germany, and Switzerland; N = 3325). The results support the mediating roles of job satisfaction and work engagement. Interestingly, the remaining direct relationships between HPWPs and sleep quality are negative, which supports a counteracting effects model. We further find a moderating effect where, in contrast to our assumption, supportive leadership attenuates HPWPs' effects.
Author Hauff, Sven
Felfe, Jörg
Klug, Katharina
Author_xml – sequence: 1
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  surname: Felfe
  fullname: Felfe, Jörg
  organization: Department of Humanities and Social Sciences, Helmut Schmidt University
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  givenname: Katharina
  surname: Klug
  fullname: Klug, Katharina
  organization: Department of Humanities and Social Sciences, Helmut Schmidt University
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Snippet The aim of this paper is to deepen our understanding of the relationships between high-performance work practices (HPWPs) and employee well-being. In...
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SubjectTerms Boundary conditions
employee well-being
Employees
Health
Health status
High performance work practices
HPWPs
Human resource management
Human resources management
Job satisfaction
Leadership
Satisfaction
Sick leave
Sleep
supportive leadership
Well being
Work
Title High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior
URI https://www.tandfonline.com/doi/abs/10.1080/09585192.2020.1841819
https://www.proquest.com/docview/2654957769
Volume 33
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