High‐involvement work processes, work intensification and employee well‐being: A study of New Zealand worker experiences

High‐involvement work processes, work intensification and employee well‐being: A study of New... 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Asia Pacific Journal of Human Resources Wiley

High‐involvement work processes, work intensification and employee well‐being: A study of New Zealand worker experiences

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Publisher
Wiley
Copyright
2008 Australian Human Resources Institute (AHRI)
ISSN
1038-4111
eISSN
1744-7941
DOI
10.1177/1038411107086542
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

Asia Pacific Journal of Human ResourcesWiley

Published: Apr 1, 2008

References

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