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

32 Citations (Web of Science)

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.
Original languageEnglish
JournalHuman Resource Management Review
Volume30
Issue number2
DOIs
Publication statusPublished - 2020

Corresponding author email

jianhan@ceibs.edu

Project name

兼顾员工幸福感与组织绩效的人力资源管理实践及其机制的多层次研究-人本主义的视角

Project sponsor

国家自然科学基金

Project No.

71272158

Keywords

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

Indexed by

  • ABDC-A
  • Scopus
  • SSCI

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