2004
Volume 99, Issue 1
  • ISSN: 0025-9454
  • E-ISSN: 1876-2816

Samenvatting

Abstract

This study investigates the relationship between the work practices and employee vitality. In the literature, there are two opposing views regarding this relationship. On the one hand, there is the expectation that these work practices are a resource contributing to the vitality of employees, while on the other hand, it is expected that these practices come with increased demands through which vitality decreases. Based on theoretical insights derived from Job-Demands Resources (JD-R) research, attribution theory, and social exchange theory, two contrasting hypotheses are formulated. In addition, two mediation hypotheses are formulated: a positive relationship between work practices and vitality is expected to be mediated by recognition by the organization and a negative one by work pressure. These hypotheses are tested with data from the European Working Conditions Survey 2015 of 34,399 employees from 35 European countries. The results show that there is a positive relationship between work practices and vitality and that this relationship is mediated by the recognition that employees experience.

Loading

Article metrics loading...

/content/journals/10.5117/MEM2024.1.005.MARR
2024-03-01
2024-12-26
Loading full text...

Full text loading...

References

  1. Afsar, B., & Badir, Y. (2017). Workplace spirituality perceived organizational support and innovative work behavior. Journal of Workplace Learning, 29(2), 95-109.
    [Google Scholar]
  2. Ananthram, S., Xerri, M. J., Teo, S. T. T., & Connel, J. (2018). High-performance work systems and employee outcomes in Indian call centres: A mediation approach. Personnel Review, 47(4), 931-950.
    [Google Scholar]
  3. Ang, S. A., Bartram, T., McNeil, N., Leggat, S. G., & Stanton, P. (2013). The effects of high-performance work systems on hospital employees’ work attitudes and intention to leave: A multi-level and occupational group analysis. The International Journal of Human Resource Management, 24(16), 3086-3114.
    [Google Scholar]
  4. Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2000). Manufacturing advantage: Why high-performance work systems pay off. Ithaca, NY: ILR Press.
    [Google Scholar]
  5. Arefin, M. S., Raquib, M., & Arif, I. (2015). The relationship between high-performance work systems and proactive behaviors: The mediating role of perceived organizational support. European Scientific Journal, 11(2), 1857-7881.
    [Google Scholar]
  6. Bakker, A. B. (2011). An evidence-based model of work engagement. Current Directions in Psychological Science, 20(4), 265–269.
    [Google Scholar]
  7. Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. (2023). Job demands–resources theory: Ten years later. Annual Review of Organizational Psychology and Organizational Behavior, 10, 25-53.
    [Google Scholar]
  8. Bartram, T., Casimir, G., Djurkovic, N., Leggat, S., & Stanton, P. (2012). Do perceived high performance work systems influence the relationship between emotional labour, burnout, and intention to leave? A study of Australian nurses. Journal of Advanced Nursing, 68(7), 1567-1578.
    [Google Scholar]
  9. Birtch, T. A., Chiang, F. F., & Van Esch, E. (2016). A social exchange theory framework for understanding the job characteristics–job outcomes relationship: The mediating role of psychological contract fulfillment. The International Journal of Human Resource Management, 27(11), 1217-1236.
    [Google Scholar]
  10. Blau, P. M. (1964). Exchange and power in social Life. New York, NY: Wiley.
    [Google Scholar]
  11. Bouville, G., & Alis, D. (2014). The effects of lean organizational practices on employees’ attitudes and workers’ health: Evidence from France. International Journal of Human Resource Management, 25(21), 3016–3037.
    [Google Scholar]
  12. Caesens, G., Stinglhamber, F., Demoulin, S., & De Wilde, M. (2017). Perceived organizational support and employees’ well-being: The mediating role of organizational dehumanization. European Journal of Work and Organizational Psychology, 26(4), 527-540.
    [Google Scholar]
  13. Conway, E., Fu, N., Monks, K., Alfes, K., & Bailey, C. (2016). Demands or resources? The relationship between HR practices, employee engagement, and emotional exhaustion within a hybrid model of employment relations. Human Resource Management, 55(5), 901–917.
    [Google Scholar]
  14. Crawford, E. R., Lepine, J. A., & Rich, B. L. (2010). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), 834–848.
    [Google Scholar]
  15. Darr, W., & Johns, G. (2008). Work strain, health, and absenteeism: A meta-analysis. Journal of Occupational Health Psychology, 13(4), 293–318.
    [Google Scholar]
  16. Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499-512.
    [Google Scholar]
  17. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500.
    [Google Scholar]
  18. Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42-51.
    [Google Scholar]
  19. Eurofound (2015). Sixth European Working Conditions Survey. Overview report. Dublin: Eurofound.
    [Google Scholar]
  20. Florisse, C., & Koster, F. (2024). Hybride werken en bevlogenheid van werknemers. Een analyse op basis van de zelfdeterminatietheorie. Mens & Maatschappij, 99(1).
    [Google Scholar]
  21. Giles, H., Noels, K., Ota, H., Ng, S. H., Gallois, C., Ryan, E. B., Williams, A., Lim, T-S., Somera, L., Tao, H., & Sachdev, I. (2010). Age vitality across eleven nations. Journal of Multilingual and Multicultural Development, 21(4), 308-323.
    [Google Scholar]
  22. Godard, J. (2001). High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work. Industrial and Labor Relations Review, 54(4), 776-805.
    [Google Scholar]
  23. Gopher, D., & Donchin, E. (1986). Workload: An examination of the concept. In Boff, K. R., Kaufman, L., & Thomas, J. P. (Eds.). Handbook of Perception and Human Performance. New York, NY: John Wiley and Sons.
    [Google Scholar]
  24. Guerci, M., Hauff, S., & GilardiS. (2022). High performance work practices and their associations with health, happiness and relational well-being: Are there any tradeoffs?The International Journal of Human Resource Management, 33(2), 329-359.
    [Google Scholar]
  25. Guest, D., & Conway, N. (2011). The impact of HR practices, HR effectiveness and a ‘strong HR system’ on organisational outcomes: A stakeholder perspective. The International Journal of Human Resource Management, 22(8), 1686–1702.
    [Google Scholar]
  26. Hakanen, J. J., Roppenen, A., De Witte, H., & Wilmar, B. S. (2019). Testing demand and resources as determinants of vitality among different employment contracts groups. A study in 30 European countries. International Journal of Environmental Research and Public Health, 16(24), 4951-4968.
    [Google Scholar]
  27. Hauff, S. (2019). Analytical strategies in HRM systems research: A comparative analysis and some recommendations. International Journal of Human Resource Management, 32(9), 1923-1952.
    [Google Scholar]
  28. Hauff, S., Felfe, J., & Klug, K. (2020). High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior. International Journal of Human Resource Management, 1–29.
    [Google Scholar]
  29. Heffernan, M., & Dundon, T. (2016). Cross-level effects of high-performance work systems (HPWS) and employee well-being: The mediating effect of organisational justice. Human Resource Management Journal, 26(2), 211-231.
    [Google Scholar]
  30. Hughes, M., Rigtering, J. P. C., Covin, J. G., Bouncken, R. B., & Kraus, S. (2018). Innovative behaviour, trust and perceived workplace performance. British Journal of Management, 29(4), 750-768.
    [Google Scholar]
  31. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.
    [Google Scholar]
  32. Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699-1724.
    [Google Scholar]
  33. Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294.
    [Google Scholar]
  34. Kalleberg, A. L., Nesheim, T., & Olsen, K. M. (2009). Is participation good or bad for workers?: Effects of autonomy, consultation and teamwork on stress among workers in Norway. Acta Sociologica, 52(2), 99–116.
    [Google Scholar]
  35. Karasek, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24, 285–308
    [Google Scholar]
  36. Karatepe, O. M., & Vatankhah, S. (2014). The effects of high-performance work practices on perceived organizational support and turnover intentions: Evidence from the airline industry. Journal of Human Resources in Hospitality and Tourism, 13(2), 103-119.
    [Google Scholar]
  37. Kaufman, B. E., & Miller, B. I. (2011). The firm’s choice of HRM practices: Economics meets strategic human resource management. ILR Review, 64(3), 526-557.
    [Google Scholar]
  38. Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance HR practices on employees’ attitudes and behaviors. Journal of Management, 36(2), 366–391.
    [Google Scholar]
  39. Kenny, D. A. (2017). Mediation. https://davidakenny.net/cm/mediate.htm
    [Google Scholar]
  40. Korff, J., Biemann, T., & Voelpel, S. C. (2017). Human resource management systems and work attitudes: The mediating role of future time perspective. Journal of Organizational Behavior, 38(1), 45–67.
    [Google Scholar]
  41. Koster, F. (2011). Able, willing, and knowing: The effects of HR practices on commitment and effort in 26 European countries. The International Journal of Human Resource Management, 22(14), 2835-2851.
    [Google Scholar]
  42. Koster, F. (2022). “Dealing with it”. Creating external fit through learning and collaboration. Journal of HRM, 25(2), 47-62.
    [Google Scholar]
  43. Koster, F., & Sanders, K. (2006). Organisational citizens or reciprocal relationships? An empirical comparison. Personnel Review, 9(1), 519-537.
    [Google Scholar]
  44. Kroon, B., Van de Voorde, K., & Van Veldhoven, M. (2009). Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared. Personnel Review, 38(5), 509-525.
    [Google Scholar]
  45. Lee, G. J. (2015). Training match and mismatch as a driver of key employee behaviours. Human Resource Management Journal, 25(4), 478–495.
    [Google Scholar]
  46. Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94(2), 371–391.
    [Google Scholar]
  47. Liu, W. (2004). Perceived organizational support: Linking human resource management practices with important work outcomes [PhD University of Maryland, College Park].
    [Google Scholar]
  48. MackyK., & Boxall, P. (2007). The relationship between ‘high performance work practices’ and employee attitudes: An investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537–567.
    [Google Scholar]
  49. Maricuțoiu, L. P., Sulea, C., & Iancu, A. (2017). Work engagement or burnout: Which comes first? A meta-analysis of longitudinal evidence. Burnout Research, 5, 35-43.
    [Google Scholar]
  50. Marler, L. E., & Fuller, J. B. (2016). The emergence of dark riders in high performance work systems. In N. M.Ashkanasy, R. J.Bennet, & M.Martinko (Eds.), Understanding the high performance workplace: The line between motivation and abuse (pp. 207–230). New York, NY: Routledge.
    [Google Scholar]
  51. Messersmith, J. G., Patel, P. C., & Lepak, D. P. (2011). Unlocking the black box: exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96(6), 1105–1118.
    [Google Scholar]
  52. Ogbonnaya, C., Daniels, K., Connolly, S., & Van Veldhoven, M. (2017). Integrated and isolated impact of high-performance work practices on employee health and well-being: A comparative study. Journal of Occupational Health Psychology, 22(1), 98–114.
    [Google Scholar]
  53. Ogbonnaya, C., & Messersmith, J. (2019). Employee performance, well-being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes?Human Resource Management Journal, 29(3), 509–526.
    [Google Scholar]
  54. Oppenauer, V., & Van De Voorde, K. (2018). Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: A multi-level study. International Journal of Human Resource Management, 29(2), 311–337.
    [Google Scholar]
  55. Paré, G., & Tremblay, M. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals’ turnover intentions. Group & Organization Management, 32(3), 326–357.
    [Google Scholar]
  56. Peccei, R., Van De Voorde, K., & Van Veldhoven, M. (2013). HRM, well-being and performance: A theoretical and empirical review. In J.Paauwe, D. E.Guest, & P. M.Wright (Eds.), HRM and performance: Achievements and challenges (pp. 15–45). Wiley.
    [Google Scholar]
  57. Ramsay, H., Scholarios, D., & Harley, B. (2000). Employees and high-performance work systems: Testing inside the black box. British Journal of Industrial Relations, 38(4), 501-531.
    [Google Scholar]
  58. Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714.
    [Google Scholar]
  59. Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 885(879), 10-1037.
    [Google Scholar]
  60. Posthuma, R. A., Campion, M. C., Masimova, M., & Campion, M. A. (2013). A high performance work practices taxonomy: Integrating the literature and directing future research. Journal of Management, 39(5), 1184-1220.
    [Google Scholar]
  61. Rubel, M. R. B., & Kee, D. M. H. (2013). Perceived support and employee performance: The mediating role of employee engagement. Life Science Journal, 10(4), 2557-2567.
    [Google Scholar]
  62. Rubel., M. R. B., Kee, D. M. H., & Rimi, N. N. (2021). High-performance work practices and medical professionals’ work outcomes: The mediating effect of perceived organizational support. Journal of Advances in Management Research, 18(3), 368-391.
    [Google Scholar]
  63. Ryan, R. M., & Frederick, C. (1997). On energy, personality, and health: Subjective vitality as a dynamic reflection of well-being. Journal of Personality, 65(3), 529-565.
    [Google Scholar]
  64. Schaufeli, W.B., & Bakker, A.B. (2003). Burnout en bevlogenheid. In W.B.Schaufeli, A.B.Bakker, & J.de Jonge (Red.), De Psychologie van Arbeid en Gezondheid (pp. 295-309). Houten/Mechelen: Bohn Stafleu Van Loghum.
    [Google Scholar]
  65. Schaufeli, W. B., & Bakker, A. B. (2013). De psychologie van arbeid en gezondheid (3e druk). Houten: Bohn Stafleu van Loghum.
    [Google Scholar]
  66. Siegrist, J. (1996). Adverse health effects of high effort-low reward conditions at work. Journal of Occupational Health Psychology, 1(1), 27–43.
    [Google Scholar]
  67. Sorgaard, K. W., Ryan, P., Hill, R., & Dawson, I. (2007). Sources of stress and burnout in acute psychiatric care: Inpatient vs. community staff. Social Psychiatry and Psychiatric Epidemiology, 42(10), 794-802.
    [Google Scholar]
  68. TNO (2023). Burn-out gerelateerde klachten opnieuw gestegen. https://www.tno.nl/nl/newsroom/2023/11/burn-out-gerelateerde-klachten-gestegen/
    [Google Scholar]
  69. Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employee-organization relationship: Does investment in employees pay off?. Academy of Management Journal, 40(5), 1089-1121.
    [Google Scholar]
  70. Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62–78.
    [Google Scholar]
  71. Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012). Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391–407.
    [Google Scholar]
  72. Van de Voorde, K., Veldhoven, M. V., & Veld, M. (2016). Connecting empowerment focused HRM and labour productivity to work engagement: The mediating role of job demands and resources. Human Resource Management Journal, 26(2), 192-210.
    [Google Scholar]
  73. Van Yperen, N. W., & Hagedoorn, M. (2003). Do high job demands increase intrinsic motivation or fatigue or both? The role of job control and job social support. Academy of Management Journal, 46(3), 339–348.
    [Google Scholar]
  74. Wang, Z., Xing, L., & Zhang, Y. (2021). Do high-performance work systems harm employees’ health? An investigation of service oriented HPWS in the Chinese healthcare sector. The International Journal of Human Resource Management, 32(10), 2264-2297.
    [Google Scholar]
  75. Wood, S. M., van Veldhoven, M., Croon, M., & de Menezes, L. M. (2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human Relations, 65(4), 419-445.
    [Google Scholar]
  76. Zhang, J., Akhtar, M. N., Bal, P. M., Zhang, Y., & Talat, U. (2018). How do high-performance work systems affect individual outcomes: A multilevel perspective. Frontiers in Psychology, 9, 586-598.
    [Google Scholar]
  77. Zhiqiang, M., Khan, H. S. U. D., Chughtai, M. S., & Mingxing, L. (2021). Re-engineering the human resource strategies amid and post-pandemic crisis: Probing into the moderated mediation model of the high-performance work practices and employee’s outcomes. Frontiers in Psychology, 12, 710266.
    [Google Scholar]
/content/journals/10.5117/MEM2024.1.005.MARR
Loading
/content/journals/10.5117/MEM2024.1.005.MARR
Loading

Data & Media loading...

Dit is een verplicht veld
Graag een geldig e-mailadres invoeren
Approval was a Success
Invalid data
An Error Occurred
Approval was partially successful, following selected items could not be processed due to error