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HRM Practices, Employee Well-Being, and Organizational Performance

Ogbonnaya, C. and Aryee, S. (2020) HRM Practices, Employee Well-Being, and Organizational Performance. In: Brough, Paula and Gardiner, Elliroma and Daniels, Kevin, eds. Handbook on Management and Employment Practices. Handbook Series in Occupational Health Sciences . Springer, Cham. ISBN 978-3-030-24936-6. (doi:10.1007/978-3-030-24936-6_17-1) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:92879)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)
Official URL:
https://doi.org/10.1007/978-3-030-24936-6_17-1

Abstract

In this chapter, we discussed the accumulating evidence on what constitutes an HRM system as well as how, why, and when it influences organizational performance and employee well-being. To this end, we reviewed the two competing configurations of HRM systems (integrationist and isolationist) as well as the resource-based view (RBV) and ability, motivation, and opportunity (AMO) perspectives in accounting for the performance effects of HRM systems. To counterbalance the predominant performance focus in HRM research, we reviewed the critical perspective that highlights the deleterious consequences of HRM systems on employee well-being. To resolve these research contradictions and drawing on the notion of workforce sustainability, we reviewed the mutual gains perspective and questioned the applicability of the AMO perspective. We, instead, suggested social exchange and self-determination theories as an appropriate theoretical lens with which to account for the performance and well-being outcomes of HRM systems. We concluded by calling for future research to be grounded in the mutual gains perspective and for its rigorousness to be enhanced by addressing issues of level of analysis and causality.

Item Type: Book section
DOI/Identification number: 10.1007/978-3-030-24936-6_17-1
Uncontrolled keywords: HRM Systems; Employee Well-Being, Performance; HR Perspectives; HRM Systems Implementation
Subjects: H Social Sciences
Divisions: Divisions > Kent Business School - Division > Department of Leadership and Management
Depositing User: Chidi Ogbonnaya
Date Deposited: 26 Jan 2022 10:23 UTC
Last Modified: 27 Jan 2022 12:22 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/92879 (The current URI for this page, for reference purposes)

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