High-Performance Work Practices and Employee Wellbeing-Does Health-Oriented Leadership Make a Difference?
Sven Hauff1, Annika Krick1, Laura Klebe1
1Department of Humanities and Social Sciences, Helmut Schmidt University, Hamburg, Germany.
Frontiers in Psychology
|March 21, 2022
Summary
High-performance work practices (HPWPs) positively impact employee wellbeing, including engagement and health. However, this positive effect diminishes when leaders demonstrate strong staff care, suggesting a compensatory relationship.
Area of Science:
- Organizational Psychology
- Human Resource Management
Background:
- High-performance work practices (HPWPs) are linked to employee wellbeing.
- The moderating role of leadership behavior, specifically staff care, in this relationship requires further investigation.
Purpose of the Study:
- To examine the contextual boundaries of the HPWPs-employee wellbeing relationship.
- To analyze the moderating effect of health-oriented leadership behavior (staff care) on the HPWPs-employee wellbeing link.
Main Methods:
- Longitudinal study using employee data (N=1,345) from Germany.
- Analysis of the relationship between HPWPs, staff care, and various wellbeing outcomes over two time points.
Main Results:
- HPWPs showed positive associations with happiness-related (engagement, commitment) and health-related (general health, reduced complaints, strain) wellbeing.
- The positive impact of HPWPs on employee wellbeing was weaker when staff care was perceived more strongly by employees.
Conclusions:
- Leadership behavior, specifically staff care, can substitute or compensate for the effects of HPWPs on employee wellbeing.
- HRM strategies and leadership practices interact, influencing the overall impact on employee wellbeing.
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