Access the full text.
Sign up today, get DeepDyve free for 14 days.
Guest Guest, Conway Conway, Dewe Dewe (2004)
Using sequential tree analysis to search for ‘bundles’ of HR practicesHuman Resource Management Journal, 14
House House, Rizzo Rizzo (1972)
Role conflict and ambiguity as critical variables in a model of organizational behaviorOrganizational Behavior and Human Performance, 7
Aryee Aryee, Srinivas Srinivas, Tan Tan (2005)
Rhythms of life: Antecedents and outcomes of work‐family balance in employed parentsJournal of Applied Psychology, 90
Barker Barker (1993)
Tightening the iron cage: Concertive control in self‐managing teamsAdministrative Science Quarterly, 38
Godard Godard (2004)
A critical assessment of the high‐performance paradigmBritish Journal of Industrial Relations 42, 20
Crampton Crampton, Wagner Wagner (1994)
Percept‐percept inflation in micro organizational research: An investigation of prevalence and effectJournal of Applied Psychology, 79
Macky Macky, Boxall Boxall (2007)
The relationship between ‘high‐performance work practices’ and employee attitudes: An investigation of additive and interaction effectsInternational Journal of Human Resource Management, 18
Warr Warr, Cook Cook, Wall Wall (1979)
Scales for the measurement of some work attitudes and aspects of psychological well‐beingJournal of Occupational Psychology, 52
Podsakoff Podsakoff, Organ Organ (1986)
Self‐reports in organizational research: problems and prospectsJournal of Management, 12
Kline Kline, Sulsky Sulsky, Rever‐Moriyama Rever‐Moriyama (2000)
Common method variance and specification errors: A practical approach to detectionJournal of Psychology, 134
Gallie Gallie (2005)
Work pressure in Europe 1996–2001: Trends and determinantsBritish Journal of Industrial Relations, 43
Allen Allen (2001)
Family‐supportive work environments: the role of organizational perceptionsJournal of Vocational Behavior, 58
Pil Pil, MacDuffie MacDuffie (1996)
The adoption of high‐involvement work practicesIndustrial Relations, 35
Brett Brett, Stroh Stroh (2003)
Working 61 plus hours a week: Why do managers do it?Journal of Applied Psychology, 88
Thompson Thompson, Beauvais Beauvais, Lyness Lyness (1999)
When work‐family benefits are not enough: The influence of work‐family culture on benefit utilization, organizational attachment, and work‐family conflictJournal of Vocational Behavior, 54
Dreu Dreu, Weingart Weingart (2003)
Task versus relationship conflict, team performance and team member satisfaction: A meta‐analysisJournal of Applied Psychology, 88
Delery Delery, Shaw Shaw (2001)
The strategic management of people in work organizations: Review, synthesis, and extensionResearch in Personnel and Human Resources Management, 20
Huselid Huselid (1995)
The impact of human resource management practices on turnover, productivity, and corporate financial performanceAcademy of Management Journal, 38
Judge Judge, Colquitt Colquitt (2004)
Organizational justice and stress: The mediating role of work‐family conflictJournal of Applied Psychology, 89
Becker Becker, Gerhart Gerhart (1996)
The impact of human resource management on organizational performance: Progress and prospectsAcademy of Management Journal, 39
Frone Frone, Yardley Yardley, Markel Markel (1997)
Developing and testing an integrative model of the work‐family interfaceJournal of Vocational Behavior, 50
Whitener Whitener (2001)
Do ‘high commitment’ human resource practices affect employee commitment? A cross‐level analysis using hierarchical linear modellingJournal of Management, 27
Beehr Beehr, Walsh Walsh, Taber Taber (1976)
Relationship of stress to individually and organizationally valued states: Higher order needs as a moderatorJournal of Applied Psychology, 61
Goddard Goddard (2001)
High performance and the transformation of work: The implications of alternative work practices for the experience and outcomes of workIndustrial and Labour Relations Review, 54
Judge Judge, Boudreau Boudreau, Bretz Bretz (1994)
Job and life attitudes of male executivesJournal of Applied Psychology, 79
Bacon Bacon, Blyton Blyton (2001)
High involvement work systems and job insecurity in the international iron and steel industryCanadian Journal of Administrative Sciences, 18
Dex Dex, Bond Bond (2005)
Measuring work‐life balance and its covariates. WorkEmployment and Society, 19
Podsakoff Podsakoff, MacKenzie MacKenzie, Lee Lee, Podsakoff Podsakoff (2003)
Common method biases in behavioral research: a critical review of the literature and recommended remediesJournal of Applied Psychology, 88
Haar Haar, Spell Spell (2004)
Programme knowledge and value of work‐family practices and organizational commitmentInternational Journal of Human Resource Management, 15
Delery Delery (1998)
Issues of fit in strategic human resource management: implications for researchHuman Resource Management Review, 8
Yousef Yousef (2002)
Job satisfaction as a mediator of the relationship between job stressors and affective, continuance, and normative commitment: A path analytical approachInternational Journal of Stress Management, 9
Appleyard Appleyard, Brown Brown (2001)
Employment practices and semiconductor manufacturing performanceIndustrial Relations, 40
Karasek Karasek (1979)
Job demands, job decision latitude, and mental strain: Implications for job redesignAdministrative Science Quarterly, 24
Wall Wall, Corbett Corbett, Martin Martin, Clegg Clegg, Jackson Jackson (1990)
Advanced manufacturing technology, work design and performance: A change studyJournal of Applied Psychology, 75
Liddicoat Liddicoat (2003)
Stakeholder perceptions of family‐friendly workplaces: An examination of six New Zealand organisationsAsia Pacific Journal of Human Resources, 41
Warr Warr (1994)
A conceptual framework for the study of work and mental healthWork and Stress, 8
Sparks Sparks, Cooper Cooper, Fried Fried, Shirom Shirom (1997)
The effect of hours of work on health: a meta‐analytic reviewJournal of Occupational and Organizational Psychology, 70
Wright Wright, Gardner Gardner, Moynihan Moynihan (2003)
The impact of HR practices on the performance of business unitsHuman Resource Management Journal, 13
Way Way (2002)
High performance work systems and intermediate indicators of firm performance within the US small business sectorJournal of Management, 28
Vandenberg Vandenberg, Richardson Richardson, Eastman Eastman (1999)
The impact of high involvement work processes on organisational effectiveness: A second order latent variable approachGroup and Organisational Management, 24
Purcell Purcell (1999)
The search for ‘best practice’ and ‘best fit': chimera or cul‐de‐sac?Human Resource Management Journal, 9
Landsbergis Landsbergis, Cahill Cahill, Schnall Schnall (1999)
The impact of lean production and related new systems of work organisation on worker healthJournal of Occupational Health Psychology, 4
Guest Guest (2002)
Perspectives on the study of work‐life balanceSocial Science Information, 41
Guest Guest (1999)
Human resource management: The workers verdictHuman Resource Management Journal, 9
Ettner Ettner, Crzywacz Crzywacz (2001)
Workers' perceptions of how jobs affect health: A social ecological perspectiveJournal of Occupational Health Psychology, 6
Mackie Mackie, Holahan Holahan, Gottlieb Gottlieb (2001)
Employee involvement management practices, work stress, and depression in employees of a human services residential care facilityHuman Relations, 54
Green Green (2004)
Why has work effort become more intense?Industrial Relations, 43
White White, Hill Hill, McGovern McGovern, Mills Mills, Smeaton Smeaton (2003)
‘High‐performance’ management practices, working hours and work‐life balanceBritish Journal of Industrial Relations, 42
Cappelli Cappelli, Neumark Neumark (2001)
Do ‘high performance’ work practices improve establishment level outcomes?Industrial and Labor Relations Review, 54
Frone Frone, Yardley Yardley (1996)
Workplace family‐supportive programmes: Predictors of employed parents importance ratingsJournal of Occupational and Organizational Psychology, 69
Cooke Cooke (2001)
Human resource strategy to improve organizational performance: A route for firms in Britain?International Journal of Management Reviews, 3
MacDuffie MacDuffie (1995)
Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industryIndustrial and Labor Relations Review, 48
Kalleberg Kalleberg, Marsden Marsden, Reynolds Reynolds, Knoke Knoke (2006)
Beyond profit? Sectoral differences in high‐performance work practicesWork and Occupations, 33
Ramsay Ramsay, Scholarios Scholarios, Harley Harley (2000)
Employees and high‐performance work systems: Testing inside the black boxBritish Journal of Industrial Relations, 38
High‐involvement work processes are at the heart of the current interest in high‐performance work systems. A study of 775 New Zealand employees shows that greater experience of high‐involvement processes is associated with higher job satisfaction. To a lesser extent, there are also better outcomes in terms of job‐induced stress, fatigue and work—life imbalance. However, in situations where pressures to work longer hours are higher, where employees feel overloaded and where managers place stronger demands on personal time, employees are likely to experience greater dissatisfaction with their jobs, higher stress and fatigue, and greater work—life imbalance. Increasing the availability of work—life balance policies for employees was not found to ameliorate these relationships. The study implies that organizations that can foster smarter working without undue pressures to work harder are likely to enhance employee well‐being.
Asia Pacific Journal of Human Resources – Wiley
Published: Apr 1, 2008
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.