Do high performance work systems generate negative effects? How and when?

Jian Han (First Author), Jian-Min Sun (Participant Author), Hong-Lei Wang (Participant Author)

Research output: Contribution to journalJournal

45 Citations (Web of Science)


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.
Original languageEnglish
JournalHuman Resource Management Review
Issue number2
Publication statusPublished - 2020

Corresponding author email

Project name


Project sponsor


Project No.



  • Boundary conditions
  • HPWS
  • High-performance work system
  • Mechanism
  • Negative effect

Indexed by

  • ABDC-A
  • Scopus
  • SSCI


Dive into the research topics of 'Do high performance work systems generate negative effects? How and when?'. Together they form a unique fingerprint.

Cite this