Do high performance work systems generate negative effects? How and when? |
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| Institution: | 1. Department of Organizational Behavior and Human Resource Management, China Europe International Business School, China;2. School of Labour and Human Resources, Renmin University of China, China;3. School of Economics and Management, Northeast Agricultural University of China, China;1. College of Business, New Mexico State University, Las Cruces, NM 88003, United States;2. College of Business, The University of Texas Permian Basin, Odessa, TX 79762, United States;3. School of Business,The University of Kansas, Lawrence, KS 66045-7585, United States;4. College of Business, The University of Texas Rio Grande Valley, Brownsville, TX 78520, United States;5. School of Business, University of South Carolina, Columbia, SC 29208, United States;1. Institute for Engaged Aging and Department of Psychology, Clemson University, United States;2. Department of Psychology, Clemson University, United States;1. Department of Organization Studies, Tilburg University, Warandelaan 2, 5037 AB Tilburg, Netherlands;2. Business School, Trinity College Dublin, University of Dublin, College Green, Dublin 2, Ireland;3. Department of Organisation and Human Resource Management, ESCP Europe, Heubnerweg 8-10, D-14059 Berlin, Germany;1. Department of Psychology, Education and Child Studies, Erasmus University Rotterdam, The Netherlands;2. Lee Kong Chian School of Business, Singapore Management University, Singapore;1. Department of Management and Marketing, Franklin P. Perdue School of Business, Salisbury University, Salisbury, MD 21801, United States of America;2. Department of Management, College of Business and Economics, Towson University, Towson, MD 21252, United States of America;3. Department of Management, The Belk College of Business, University of North Carolina at Charlotte, Charlotte, NC 28223, United States of America;4. Department of Management, School of Business, Virginia Commonwealth University, Richmond, VA 23284, United States of America;1. Longwood University, United States;2. Virginia Commonwealth University, United States |
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| Abstract: | A high-performance work system (HPWS) is defined as a series of performance-enhancing human resource management practices. Many studies have demonstrated the positive relationship of HPWSs with organizational, group, and individual performance. However, evidence has indicated that HPWSs can also exert negative effects. In this paper, taking a dialectical view, we elaborate several propositions regarding why HPWSs have negative effects and when these negative effects occur, mainly from the perspective of employees. We also propose several research directions enriching knowledge of the relationship between HPWSs and organizational outcomes. |
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