Do high performance work systems generate negative effects? How and when?

• Han, Jian 
• Sun, Jian-Min 
• Wang, Hong-Lei 

Indexed by

SSCI Scopus ABDC-A

Abstract

A　high-performance　work　system　(HPWS)　is　defined　as　a　series　of　performance-enhancing　human　resource　management　practices.　Many　studies　have　demonstrated　the　positive　relationship　of　HPWSs　with　organizational,　group,　and　individual　performance.　However,　evidence　has　indicated　that　HPWSs　can　also　exert　negative　effects.　In　this　paper,　taking　a　dialectical　view,　we　elaborate　several　propositions　regarding　why　HPWSs　have　negative　effects　and　when　these　negative　effects　occur,　mainly　from　the　perspective　of　employees.　We　also　propose　several　research　directions　enriching　knowledge　of　the　relationship　between　HPWSs　and　organizational　outcomes.

Keyword

• Boundary conditions
• High-performance work system
• HPWS
• Mechanism
• Negative effect

Author Community

[Han, Jian] Department of Organizational Behavior and Human Resource Management, China Europe International Business School, China

[Sun, Jian-Min] School of Labour and Human Resources, Renmin University of China, China

[Wang, Hong-Lei] School of Economics and Management, Northeast Agricultural University of China, China

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