The DOI matches its Crossref record; 9 of the 9 references it cites were found in a registry or an index.
Cross‐level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice
Open accessAbstract
In this cross‐level study, we examine the mediating influence of employee perceptions of the fairness of human resource practices associated with the high‐performance work systems model. Data were collected from 187 employees in three companies in Ireland. Using cross‐level analyses, employee perceptions of distributive, procedural and interactional justice were found to mediate the relationship between high‐performance work systems and job satisfaction, affective commitment and work pressure. The findings also point to a ‘management by stress’ HPWS relationship, suggesting diminished employee well‐being, less satisfaction and lower commitment. The research adds to our understanding of the mechanisms through which human resource practices influence employee outcomes and contributes to debates that move beyond the polemic high versus low employee well‐being debates of HRM. The discussion reviews the theoretical and practical implications of these results.
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Cites
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Addressing Moderated Mediation Hypotheses: Theory, Methods, and Prescriptions
Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007) · Multivariate Behavioral Research · doi:10.1080/00273170701341316 · Cited by 9,973
Beyond Baron and Kenny: Statistical Mediation Analysis in the New Millennium
Hayes, A. F. (2009) · Communication Monographs · doi:10.1080/03637750903310360 · Cited by 9,757
HUSELID, M. A. (1995) · Academy of Management Journal · doi:10.2307/256741 · Cited by 9,342
Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.
Colquitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001) · Journal of Applied Psychology · doi:10.1037/0021-9010.86.3.425 · Cited by 5,942
What Should Be Done with Equity Theory?
Leventhal, G. S. (1980) · Social Exchange · doi:10.1007/978-1-4613-3087-5_2 · Cited by 3,010
Understanding HRM–Firm Performance Linkages: The Role of the “Strength” of the HRM System
Bowen, D. E., & Ostroff, C. (2004) · Academy of Management Review · doi:10.5465/amr.2004.12736076 · Cited by 2,996 · cited 1×
“The findings from this research provide support for the work of Bowen and Ostroff (2004) and Takeuchi et al. (2009) by examining HPWS across multiple levels in order to show how policy is implemented and how employees experience HRM.”
ResultA Relational Model of Authority in Groups
Tyler, T. R., & Lind, E. A. (1992) · Advances in Experimental Social Psychology · doi:10.1016/s0065-2601(08)60283-x · Cited by 2,977
NISHII, L. H., LEPAK, D. P., & SCHNEIDER, B. (2008) · Personnel Psychology · doi:10.1111/j.1744-6570.2008.00121.x · Cited by 1,410
Cited by
Human resource management and employee well-being: towards a new analytic framework
Guest, D. E. (2017) · Human Resource Management Journal · doi:10.1111/1748-8583.12139 · Cited by 1,362
Technostress of HR professionals: the darker implication of remote work transformations
Nayak, S., Budhwar, P., & Malik, A. (2025) · The International Journal of Human Resource Management · doi:10.1080/09585192.2024.2446508 · Cited by 16
Almadana, A. V., Suharnomo, S., & Perdhana, M. S. (2022) · Journal of Workplace Learning · doi:10.1108/jwl-05-2021-0058 · Cited by 14
Metadata
- Authors
- Heffernan, M., & Dundon, T.
- Venue
- Human Resource Management Journal
- Publisher
- Wiley
- Published
- 2016-04
- Volume
- 26
- Issue
- 2
- Pages
- 211-231
- ISSN
- 0954-5395 (ISSN-L)
- 1748-8583
- OpenAlex
- W2342133261
- Cited by
- 257
- References
- 9
- FWCI
- 35.31
- Type
- journal article
- Language
- en
- Open access
- green
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