High involvement management, high-performance work systems and well-being
High involvement management, high-performance work systems and well-being
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DOI：
10.1080/09585192.2011.561967
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发表时间：
2011-04
期刊：
影响因子：
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通讯作者：
S. Wood;L. M. de Menezes
中科院分区：
文献类型：
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作者：
S. Wood;L. M. de Menezes
关于高绩效工作系统对员工福祉的影响的研究正在兴起，但基本理论仍然薄弱。本文试图发展高绩效工作系统的四个维度对幸福感的影响的理论：丰富的工作，高参与管理，员工的声音和激励支持。假设协会进行了测试，使用多层次模型和数据，从英国的工作场所就业关系调查2004年（WERS2004）。结果表明，丰富的工作与幸福感的两个指标：工作满意度和焦虑满意度呈正相关。声音与工作满意度和激励支持正相关，但这两项指标都没有。高投入管理的结果并不像预期的那样，因为它增加了焦虑，并且与工作满意度无关。
Studies on the impact of high-performance work systems on employees' well-being are emerging but the underlying theory remains weak. This paper attempts to develop theory of the effects on well-being of four dimensions of high-performance work systems: enriched jobs, high involvement management, employee voice, and motivational supports. Hypothesized associations are tested using multilevel models and data from Britain's Workplace Employment Relations Survey of 2004 (WERS2004). Results show that enriched jobs are positively associated with both measures of well-being: job satisfaction and anxiety–contentment. Voice is positively associated with job satisfaction, and motivational supports with neither measure. The results for high involvement management are not as predicted because it increases anxiety and is independent of job satisfaction.