Please find details of the September free-access article from Human Relations below – we hope you find it very interesting:
Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being
Stephen Wood, Marc Van Veldhoven, Marcel Croon and Lilian M de Menezes
Human Relations 2012; 65 (4): 419–445
DOI: 10.1177/0018726711432476
http://hum.sagepub.com/content/65/4/419.full.pdf+html
This article will be free to access until 30 September 2013.
Abstract
The relationship between organizational performance and two dimensions of the 'high
performance work system' – enriched job design and high involvement management
(HIM) – is widely assumed to be mediated by worker well-being. We outline the basis
for three models: mutual-gains, in which employee involvement increases well-being and
this mediates its positive relationship with performance; conflicting outcomes, which
associates involvement with increased stress for workers, accounting for its positive
performance effects; and counteracting effects, which associates involvement with increased
stress and dissatisfaction, reducing its positive performance effects. These are tested using
the UK's Workplace Employment Relations Survey 2004. Job satisfaction mediates the
relationship between enriched job design and four performance indicators, supporting
the mutual gains model; but HIM is negatively related to job satisfaction and this depresses
a positive relationship between HIM and the economic performance measures, supporting
a counteracting effects model. Finally, HIM is negatively related to job-related anxiety–
comfort and enriched job design is unrelated to it.
Best wishes,
Claire Castle
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Claire Castle
Managing Editor, Human Relations
Telephone: +44 (0)7432740583
Email: c.castle@tavinstitute.org
www.humanrelationsjournal.org
Human Relations 2012 Impact Factor:
2-year impact factor: 1.938
5-year impact factor: 2.901
Source: 2012 Journal Citation Reports® (Thomson Reuters, 2013)
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