Do high performance work systems impair employee well-being? Evidence from a meta-analysis

doi:10.3724/SP.J.1042.2023.02005

Abstract

Abstract:

With the rise of employee-centered human resource practices in the last two decades, the relationship between high-performance work systems and employee well-being has become an important topic in human resource management research. However, to date, research findings on the relationship between high-performing work systems and employee well-being remain divergent. The reasons are, firstly, the existing studies on the relationship between high-performance work systems and employee well-being mainly focus on some dimensions and indicators, ignoring the multidimensional nature of employee well-being; secondly, the conclusions on the specific strength and direction of the correlation between high-performance work systems and specific dimensions of employee well-being are inconsistent and require systematic and in-depth analysis; thirdly, the existing studies ignore the context in which high-performance work systems affect employee well-being variables, i.e., the boundary conditions of the relationship between the two, especially the role of cultural context and industry differences.

Based on 55 independent studies from 53 papers with a total study sample of 51,750, this paper conducted a meta-analysis of the relationship between high performance work systems and employee well-being (subjective well-being, psychological well-being, relational well-being, and health well-being) and examined the moderating effects of cultural differences (power distance, individual-collectivism, and short-term-long-term orientation) and industry differences on the relationship. The results indicate that: (1) there is a significant positive effect of high performance work systems on all dimensions of employee well-being. (2) Cultural contexts moderated the relationship between high performance work systems and employee well-being, and the positive correlations between employees' perceived high performance work systems and subjective well-being, psychological well-being, and health well-being were stronger in high power distance and collectivist-oriented cultural contexts. (3) Industry has a significant moderating effect on the relationship between high-performing work systems and employee well-being. Compared with the production service industry, the positive correlation between perceived high performance work system and subjective well-being was stronger for employees in the health care service industry; however, the positive correlation between perceived high performance work system and health well-being was lower for employees in the health care service industry than in the production service industry.

The theoretical contributions of this study lies in: First, the relationship between high performance work system and employee well-being dimensions was clarified and found to have a “consistent effect” rather than a “contradictory effect”. Secondly, it was found that high performance work system has a positive effect on health well-being rather than a negative effect. Finally, the research results on the boundary conditions of the relationship between high-performing work systems and employee well-being were expanded, and the cross-cultural and industry research results on the relationship between the two were enriched. The findings contribute to a comprehensive understanding of the relationship between high-performing work systems and employee well-being, and enlighten the academic community to re-conceptualize and re-examine the value of high-performing work systems.

Key words: high-performance work systems, employee well-being, cultural context, industry differences, meta-analysis

CLC Number:

B849:C93

ZHANG Xinggui, HU Xiandan, SU Tao. Do high performance work systems impair employee well-being? Evidence from a meta-analysis[J]. Advances in Psychological Science, 2023, 31(11): 2005-2024.

Figures/Tables 6

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HPWPs与员工幸福感	Fail-safe N	5k+10	k	Q	df(Q)	I²	Tau²	标准差	方差	Tau
主观幸福感	9614	160	30	2668.10	29	98.913	0.09	0.05	0.00	0.30
工作满意度	3725	150	28	2012.22	27	98.658	0.08	0.05	0.00	0.28
积极情感	1840	35	5	126.96	4	96.849	0.05	0.04	0.00	0.23
消极情感	546	40	6	486.64	5	98.973	0.07	0.06	0.00	0.26
心理幸福感	6810	80	14	168.01	13	92.262	0.02	0.01	0.00	0.15
工作投入/敬业度	6810	80	14	168.01	13	92.262	0.02	0.01	0.00	0.15
关系幸福感	5989	100	18	3417.56	17	99.503	0.27	0.19	0.04	0.52
信任	2699	45	7	349.75	6	98.284	0.23	0.15	0.02	0.48
组织支持感	1902	50	8	897.50	7	99.220	0.43	0.26	0.07	0.66
人际关系	1010	30	4	605.44	3	99.504	0.10	0.10	0.01	0.32
健康幸福感	3342	105	19	713.36	18	97.477	0.06	0.02	0.00	0.23
工作压力	12	35	5	194.84	4	97.947	0.06	0.05	0.00	0.24
工作倦怠	666	30	4	27.11	3	88.934	0.01	0.01	0.00	0.09
情绪耗竭	82	40	6	98.29	5	94.913	0.07	0.05	0.00	0.26

HPWPs与员工幸福感	Fail-safe N	5k+10	k	Q	df(Q)	I²	Tau²	标准差	方差	Tau
主观幸福感	9614	160	30	2668.10	29	98.913	0.09	0.05	0.00	0.30
工作满意度	3725	150	28	2012.22	27	98.658	0.08	0.05	0.00	0.28
积极情感	1840	35	5	126.96	4	96.849	0.05	0.04	0.00	0.23
消极情感	546	40	6	486.64	5	98.973	0.07	0.06	0.00	0.26
心理幸福感	6810	80	14	168.01	13	92.262	0.02	0.01	0.00	0.15
工作投入/敬业度	6810	80	14	168.01	13	92.262	0.02	0.01	0.00	0.15
关系幸福感	5989	100	18	3417.56	17	99.503	0.27	0.19	0.04	0.52
信任	2699	45	7	349.75	6	98.284	0.23	0.15	0.02	0.48
组织支持感	1902	50	8	897.50	7	99.220	0.43	0.26	0.07	0.66
人际关系	1010	30	4	605.44	3	99.504	0.10	0.10	0.01	0.32
健康幸福感	3342	105	19	713.36	18	97.477	0.06	0.02	0.00	0.23
工作压力	12	35	5	194.84	4	97.947	0.06	0.05	0.00	0.24
工作倦怠	666	30	4	27.11	3	88.934	0.01	0.01	0.00	0.09
情绪耗竭	82	40	6	98.29	5	94.913	0.07	0.05	0.00	0.26

HPWPs与员工幸福感	模型	k	N	r	ρ	95% CI		Z	P
HPWPs与员工幸福感	模型	k	N	r	ρ	95%LL	95%UL	Z	P
主观幸福感	随机	30	36472	0.42	0.50	0.42	0.58	9.91	0.000
工作满意度	随机	28	33392	0.47	0.55	0.47	0.62	11.47	0.000
积极情感	随机	5	3308	0.51	0.61	0.47	0.73	6.80	0.000
消极情感	随机	6	18380	-0.22	-0.25	-0.44	-0.04	-2.32	0.020
心理幸福感	随机	14	7892	0.43	0.49	0.43	0.55	12.77	0.000
工作投入/敬业度	随机	14	7892	0.43	0.49	0.43	0.55	12.77	0.000
关系幸福感	随机	18	22089	0.48	0.58	0.40	0.72	5.36	0.000
信任	随机	7	1924	0.58	0.70	0.47	0.84	4.74	0.000
组织支持感	随机	8	2488	0.45	0.53	0.13	0.78	2.50	0.012
人际关系	随机	4	17728	0.30	0.38	0.09	0.62	2.49	0.013
健康幸福感	随机	19	14019	0.20	0.23	0.12	0.33	4.22	0.000
工作压力	随机	5	4532	-0.07	-0.07	-0.28	0.15	-0.61	0.544
工作倦怠	随机	4	4964	-0.32	-0.37	-0.45	-0.28	-7.80	0.000
情绪耗竭	随机	6	1750	-0.14	-0.16	-0.36	0.05	-1.53	0.127

HPWPs与员工幸福感	模型	k	N	r	ρ	95% CI		Z	P
HPWPs与员工幸福感	模型	k	N	r	ρ	95%LL	95%UL	Z	P
主观幸福感	随机	30	36472	0.42	0.50	0.42	0.58	9.91	0.000
工作满意度	随机	28	33392	0.47	0.55	0.47	0.62	11.47	0.000
积极情感	随机	5	3308	0.51	0.61	0.47	0.73	6.80	0.000
消极情感	随机	6	18380	-0.22	-0.25	-0.44	-0.04	-2.32	0.020
心理幸福感	随机	14	7892	0.43	0.49	0.43	0.55	12.77	0.000
工作投入/敬业度	随机	14	7892	0.43	0.49	0.43	0.55	12.77	0.000
关系幸福感	随机	18	22089	0.48	0.58	0.40	0.72	5.36	0.000
信任	随机	7	1924	0.58	0.70	0.47	0.84	4.74	0.000
组织支持感	随机	8	2488	0.45	0.53	0.13	0.78	2.50	0.012
人际关系	随机	4	17728	0.30	0.38	0.09	0.62	2.49	0.013
健康幸福感	随机	19	14019	0.20	0.23	0.12	0.33	4.22	0.000
工作压力	随机	5	4532	-0.07	-0.07	-0.28	0.15	-0.61	0.544
工作倦怠	随机	4	4964	-0.32	-0.37	-0.45	-0.28	-7.80	0.000
情绪耗竭	随机	6	1750	-0.14	-0.16	-0.36	0.05	-1.53	0.127

调节因素	HPWPs与幸福感	类别	k	N	r	ρ	95% CI		Z	P	Q_B	df(Q)	p
调节因素	HPWPs与幸福感	类别	k	N	r	ρ	95%LL	95%UL	Z	P	Q_B	df(Q)	p
文化差异	主观幸福感	低权力距离	10	25374	0.28	0.34	0.20	0.46	4.81	0.000	10.02	1	0.002
		高权力距离	19	10427	0.48	0.56	0.49	0.63	12.20	0.000	10.02	1	0.002
		集体主义	18	8780	0.47	0.55	0.47	0.63	10.28	0.000	5.28	1	0.022
		个人主义	11	27021	0.32	0.38	0.24	0.50	5.05	0.000	5.28	1	0.022
		短期导向	9	4135	0.40	0.46	0.30	0.60	5.13	0.000	0.24	1	0.622
		长期导向	20	31666	0.43	0.51	0.41	0.59	8.60	0.000	0.24	1	0.622
	心理幸福感	低权力距离	6	5119	0.37	0.42	0.32	0.51	7.76	0.000	4.67	1	0.031
		高权力距离	8	2773	0.47	0.55	0.47	0.61	11.81	0.000	4.67	1	0.031
		集体主义	6	2310	0.46	0.54	0.45	0.62	9.78	0.000	1.98	1	0.160
		个人主义	8	5582	0.40	0.46	0.37	0.53	9.32	0.000	1.98	1	0.160
		短期导向	4	1196	0.40	0.44	0.31	0.56	5.78	0.000	0.80	1	0.371
		长期导向	10	6696	0.44	0.51	0.43	0.58	11.02	0.000	0.80	1	0.371
	关系幸福感	低权力距离	9	18411	0.48	0.57	0.30	0.76	3.74	0.000	0.02	1	0.876
		高权力距离	9	3678	0.48	0.60	0.33	0.77	3.97	0.000	0.02	1	0.876
		集体主义	8	3464	0.52	0.64	0.38	0.80	4.20	0.000	0.43	1	0.511
		个人主义	10	18625	0.45	0.53	0.27	0.72	3.71	0.000	0.43	1	0.511
		短期导向	6	2213	0.45	0.54	0.19	0.77	2.88	0.004	0.10	1	0.747
		长期导向	12	19876	0.49	0.60	0.38	0.76	4.62	0.000	0.10	1	0.747
	健康幸福感	低权力距离	7	5574	0.15	0.17	0.02	0.32	2.18	0.030	0.91	1	0.341
		高权力距离	12	8445	0.22	0.26	0.15	0.37	4.39	0.000	0.91	1	0.341
		集体主义	11	8231	0.26	0.30	0.19	0.41	5.23	0.000	4.37	1	0.037
		个人主义	8	5788	0.11	0.12	−0.02	0.25	1.72	0.085	4.37	1	0.037
		短期导向	6	4404	0.11	0.12	−0.10	0.32	1.05	0.292	1.97	1	0.161
		长期导向	13	9615	0.24	0.28	0.18	0.37	5.29	0.000	1.97	1	0.161