How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning

Yu kun Hei; Yi tong Zhu; Ming Zhu

doi:doi:10.11648/j.jhrm.20241203.15

Research Article |

| Peer-Reviewed

How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning

Yu kun Hei, Yi tong Zhu, Ming Zhu^*

Published in Journal of Human Resource Management (Volume 12, Issue 3)

Received: 5 August 2024 Accepted: 28 August 2024 Published: 23 September 2024

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

In the current era of competitive business environments, understanding the influence of high-performance work systems (HPWS) on employee well-being has become a critical research focus. This study, grounded in self-determination theory, aimed to investigate the link between HPWS and employee well-being within a Chinese context, with a particular emphasis on job characteristics. The research utilized a three-wave design, gathering 362 data sets from employees across five companies, to ensure a robust and varied sample. The methodology encompassed a comprehensive approach, including surveys and in-depth analysis, to explore the nuances of the relationship between HPWS and employee well-being. The study's findings underscored the positive impact of HPWS on employee well-being, revealing that job characteristics and the sense of meaningful work serve as pivotal mediators in this relationship. This research not only contributes to the academic discourse by providing empirical evidence of the mediating roles of job characteristics and meaningful work but also offers actionable insights for organizations seeking to enhance employee well-being through the strategic implementation of HPWS. The study's conclusions highlight the importance of aligning work systems with intrinsic motivational factors, as posited by self-determination theory, and set the stage for future research to further explore the complexities of employee well-being in diverse cultural and organizational settings.

Published in	Journal of Human Resource Management (Volume 12, Issue 3)
DOI	10.11648/j.jhrm.20241203.15
Page(s)	96-106
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

HPWS, Employee Well-Being, Job Characteristics, Meaningful Work

References

[1]	Fraser, Madison M. Exploring the Strategies and Behaviours of University Serial Winning Coaches During Seasons of Low Performance and Team Culture [M]. 2023.
[2]	De la Torre-Torres, OV, Torre-Enciso, MIM, Del Río-Rama, MD, et al. The benefits for European companies and investors of promoting happiness through high-performing work policies [J]. Manag Decis, 2024, 62(2): 702-24
[3]	Spreitzer, G., & Porath, C. (2012). Creating sustainable performance. Harvard Business Review, 90(1), 92-99.
[4]	Babic, A.; Stinglhamber, F.; Hansez, I. High-Performance Work Systems and Well-Being: Mediating Role of Work-to-Family Interface. Psychol. Belg. 2019, 59, 301.
[5]	Du. J., Li, N. N., Long, L., (2014). High performance work systems and employee psychological well-being: the mediating effect of self-efficacy. Chinese Journal of Management. 11(02), 65-71.
[6]	Boxall, P., & Macky, K. (2014). High-involvement work process, work intensification and employee well-being. Work Employment & Society, 28, 963-984. https://doi.org/10.1177/0950017013512714
[7]	Kroon, B., Van de Voorde, K., & Van Veldhoven, M. (2009). Cross-level effects of high-performance work practices on burnout. Personnel Review, 38(5), 509–525. https://doi.org/10.1108/00483480910978027
[8]	Van De Voordek, Paauwe J, Van Veldhoven M. (2012). Employee well-being and the HRM organizational performance relationship: a review of quantitative studies. International Journal of Management Reviews, 14(4): 391 － 407.
[9]	Heffernan, M., & Dundon, T. (2016). Cross level effects of high-performance work systems (HPWS) and employee well-being: the mediating effect of organizational justice. Human Resource Management Journal, 26(2), 211-231. https://doi.org/ 10.1111/1748-8583.12095
[10]	Ogbonnaya, C., & Aryee, S. (2021). HRM practices, employee well-being, and organizational performance. In P. Brough, E. Gardiner, & K. Daniels (Eds.), Handbook on management and employment practices (Handbook series in occupational health sciences). Springer. https://doi.org/10.1007/978-3-030-24936-6_17-1
[11]	Do, H, Shipton, H. High-performance work systems and innovation in Vietnamese small firms [J]. International Small Business Journal-Researching Entrepreneurship, 2019, 37(7): 732-53.
[12]	Shi, T. & Zeng, L. F., (2015). Organizational Learning and Organizational Performance: The Mediating Role of Work Happiness. Journal of Industrial Engineering, 29(3), 39-50.
[13]	Cartwright, S., & Cooper, C. L. (2014). Towards Organizational Health: Stress, Positive Organizational Behavior, and Employee Well-Being. Bridging Occupational, Organizational and Public Health. Springer Netherlands.
[14]	Fried, Y., & Ferris, G. R. (1987). The validity of the job characteristics model: A review and meta-analysis. Personnel psychology, 40(2), 287-322. https://doi.org/10.1111/j.1744-6570.1987.tb00605.x
[15]	Carvalho, V. S., & Chambel, M. J. (2013). Work-to-Family enrichment and employees’ well-being: high performance work system and job characteristics. Social Indicators Research, 119(1), 373–387. https://doi.org/10.1007/s11205-013-0475-8
[16]	Wood, S., Van V., M., Croon, M., & Menezes, L. M. (2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human Relations, 65(4), 419-445. https://doi.org/10.1177/0018726711432476
[17]	Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7
[18]	Xiang, ST, Zhang, Y, Ning, N, et al. How Does Leader Empowering Behavior Promote Employee Knowledge Sharing? The Perspective of Self-Determination Theory [J]. Frontiers in Psychology, 2021, 12.
[19]	Howard, JL, Gagné, M, Morin, AJS. Putting the pieces together: reviewing the structural conceptualization of motivation within SDT [J]. Motivation and Emotion, 2020, 44(6): 846-61.
[20]	Gagne, M., & Deci, E. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331-362.
[21]	Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-Firm Performance Linkages: The Role of the “Strength” of the HRM System. The Academy of Management Review, 29(2), 203. https://doi.org/10.2307/20159029
[22]	Vansteenkiste, M., Simons, J., Lens, W., Sheldon, K. M., & Deci, E. L. (2004). Motivating Learning, Performance, and Persistence: The Synergistic Effects of Intrinsic Goal Contents and Autonomy-Supportive Contexts. Journal of Personality and Social Psychology, 87(2), 246–260. https://doi.org/10.1037/0022-3514.87.2.246
[23]	Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms. Academy of Management Journal, 55(6), 1264–1294. https://doi.org/10.5465/amj.2011.0088
[24]	Gardner, T. M., Wright, P. M., Moynihan, L. M., (2011). The impact of motivation, empowerment and skill-enhancing practices on aggregate voluntary turnover: the mediating effect of collective affective commitment. Personnel Psychology, 64(2): 315-350. https://doi.org/10.1111/j.1744-6570.2011.01212.x
[25]	Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94(2), 371–391. https://doi.org/10.1037/a0013504
[26]	Donald, G., Gardner, Linn, Van, & Dyne, et al. (2004). The effects of pay level on organization-based self-esteem and performance: a field study. Journal of Occupational and Organizational Psychology.
[27]	Evans, W. R., & Davis, W. D. (2005). High-Performance work systems and organizational performance: The mediating role of internal social structure. Journal of Management, 31(5), 758–775. https://doi.org/10.1177/0149206305279370
[28]	Ma, ZX, Gong, YP, Long, LR, et al. Team-level high-performance work systems, self-efficacy and creativity: differential moderating roles of person-job fit and goal difficulty [J]. International Journal of Human Resource Management, 2021, 32(2): 478-511.
[29]	Kim, KY, Messersmith, JG, Pieper, JR, et al. High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification [J]. Human Resource Management, 2023, 62(6): 791-810.
[30]	Wattoo, M. A., Zhao, S., & Xi, M. (2019). High-performance work systems and work–family interface: job autonomy and self-efficacy as mediators. Asia Pacific Journal of Human Resources. (3), https://doi.org/10.1111/1744-7941.12231
[31]	White, M., Hill, S., McGovern, P., Mills, C., & Smeaton, D. (2003). “High-performance” Management Practices, Working Hours and Work-Life Balance. British Journal of Industrial Relations, 41(2), 175–195. https://doi.org/10.1111/1467-8543.00268
[32]	Delery, J. E., & Doty, D. H. (1996). Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions. Academy of Management Journal, 39(4), 802–835. https://doi.org/10.5465/256713
[33]	Weerheim, W., Van Rossum, L., & Ten Have, W. D. (2019). Successful implementation of self-managing teams. Leadership in Health Services, 32(1), 113–128.
[34]	King, L. A., & Napa, C. K. (1998). What makes a life good? Journal of Personality and Social Psychology, 75(1), 156–165. https://doi.org/10.1037/0022-3514.75.1.156
[35]	Kobasa, S. C. (1979). Stressful life events, personality, and health: An inquiry into hardiness. Journal of Personality and Social Psychology, 37(1), 1–11. https://doi.org/10.1037/0022-3514.37.1.1
[36]	Kim, KY, Messersmith, JG, Pieper, JR. High performance work practices and their associations with health, happiness and relational well-being: are there any tradeoffs? [J]. International Journal of Human Resource Management, 2022, 33(2): 329-59.
[37]	Steger, M. F., Dik, B. J., & Duffy, R. D. (2012). Measuring meaningful work the work and meaning inventory (wami). Journal of Career Assessment, 20(3), 322-337. https://doi.org/10.1177/1069072711436160
[38]	Woods, S. A., & Sofat, J. A. (2013). Personality and engagement at work: the mediating role of psychological meaningfulness. Journal of Applied Social Psychology, 43(11), 2203–2210. https://doi.org/10.1111/jasp.12171
[39]	Grant, A. M., Christianson, M. K., & Richard, H. (2007) Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs. Academy of Management Perspectives, 21(3), 51-63. https://doi.org/10.2307/27747391
[40]	Rosso, B. D., Dekas, K. H., & Wrzesniewski, A. (2010). On the meaning of work: A theoretical integration and review. Research in Organizational Behavior, 30, 91–127. https://doi.org/10.1016/j.riob.2010.09.001
[41]	Kozlowski, S. W. & Klein, K. J. (2000), A multilevel approach to theory and research in organizations: contextual, temporal, and emergent processes, in Klein, K. J. and Kozlowski, S. W. J. (Eds), Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions, Jossey-Bass, San Francisco, CA, pp. 3-90.
[42]	Arnold, H. J., & House, R. J. (1980). Methodological and substantive extensions to the job characteristics model of motivation. Organizational Behavior and Human Performance, 25(2), 161–183. https://doi.org/10.1016/0030-5073(80)90062-8
[43]	Becherer, R. C., Morgan, F. W., & Richard, L. M. (1982). The Job Characteristics of Industrial Salespersons: Relationship to Motivation and Satisfaction. Journal of Marketing, 46(4), 125–135. https://doi.org/10.1177/002224298204600413
[44]	Renn, R. W., & Vandenberg, R. J., (1995). The critical psychological states: An underrepresented component in job characteristics model research. Journal of Management, 21(2), 279–303. https://doi.org/10.1016/0149-2063(95)90059-4
[45]	Bailey, C., & Madden, A. (2017). Time reclaimed: Temporality and the experience of meaningful work. Employment and Society, 31(1), 3–18. https://doi.org/10.1177/0950017015604100
[46]	Lips-Wiersma. M., Haar, J., & Wright, S. (2018). The effect of fairness, responsible leadership and worthy work on multiple dimensions of meaningful work. Journal of Business Ethics, https://doi.org/10.1007/s10551-018-3967-2
[47]	Deci, E. L., & Ryan, R. M. (2008). Facilitating optimal motivation and psychological well-being across life's domains. Canadian Psychology/Psychologie canadienne, 49(1), 14–23. https://doi.org/10.1037/0708-5591.49.1.14
[48]	Ryan, R. M., Huta, V., & Deci, E. L. (2013). Living well: A self-determination theory perspective on eudaimonia. In The exploration of happiness (pp. 117-139). Springer Netherlands.
[49]	Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of managerial psychology, 22(3), 309-328. https://doi.org/10.1108/02683940710733115
[50]	Grant A M, Curtayne L, Burton G. (2009) Executive coaching enhances goal attainment, resilience and workplace well-being: A randomised controlled study. Journal of Positive Psychology Dedicated to Furthering Research & Promoting Good Practice, 12(5): 396- 407. https://doi.org/10.1080/17439760902992456
[51]	Judge, T. A., Bono, J. E., & Locke, E. A. (2000). Personality and job satisfaction: The mediating role of job characteristics. Journal of Applied Psychology, 85(2), 237–249.
[52]	Purvanova, R. K., Bono, J. E., & Dzieweczynski, J. (2006). Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance. Human Performance, 19(1), 1–22. https://doi.org/10.1207/s15327043hup1901_1
[53]	Thurgood, S. L., McNeill, A., Clark-Carter, D., & Brose, L. S. (2016). A Systematic Review of Smoking Cessation Interventions for Adults in Substance Abuse Treatment or Recovery. Nicotine & Tobacco Research, 18(5), 993–1001. https://doi.org/10.1093/ntr/ntv127
[54]	Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62-78.
[55]	Balkin, D. B., Roussel, P., & Werner, S. (2015). Performance contingent pay and autonomy: Implications for facilitating extra-role creativity. Human Resource Management Review, 25(4), 384–395. https://doi.org/10.1016/j.hrmr.2015.07.001
[56]	Rowley, T. J. (1997). Moving Beyond Dyadic Ties: A Network Theory of Stakeholder Influences. Academy of Management Review, 22(4), 887–910. https://doi.org/10.5465/amr.1997.9711022107
[57]	Zhang, Y. C., Liu, P., Yin, J. H., & Deng, J. X., (2005). Job characteristic model: a test based on Chinese samples. Economic Science, 27(4), 117-125. https://doi.org/10.19523/j.jjkx.2005.04
[58]	Cummins, R. A., Eckersley, R., Pallant, J., Van Vugt, J., & Misajon, R. (2003). Developing a national index of subjective wellbeing: The Australian unity wellbeing index. Social Indicators Research, 64(2), 159-190.

Cite This Article

Plain Text BibTeX RIS

APA Style

Hei, Y. K., Zhu, Y. T., Zhu, M. (2024). How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning. Journal of Human Resource Management, 12(3), 96-106. https://doi.org/10.11648/j.jhrm.20241203.15

Copy | Download

ACS Style

Hei, Y. K.; Zhu, Y. T.; Zhu, M. How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning. J. Hum. Resour. Manag. 2024, 12(3), 96-106. doi: 10.11648/j.jhrm.20241203.15

Copy | Download

AMA Style

Hei YK, Zhu YT, Zhu M. How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning. J Hum Resour Manag. 2024;12(3):96-106. doi: 10.11648/j.jhrm.20241203.15

Copy | Download

@article{10.11648/j.jhrm.20241203.15,
  author = {Yu kun Hei and Yi tong Zhu and Ming Zhu},
  title = {How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning
},
  journal = {Journal of Human Resource Management},
  volume = {12},
  number = {3},
  pages = {96-106},
  doi = {10.11648/j.jhrm.20241203.15},
  url = {https://doi.org/10.11648/j.jhrm.20241203.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20241203.15},
  abstract = {In the current era of competitive business environments, understanding the influence of high-performance work systems (HPWS) on employee well-being has become a critical research focus. This study, grounded in self-determination theory, aimed to investigate the link between HPWS and employee well-being within a Chinese context, with a particular emphasis on job characteristics. The research utilized a three-wave design, gathering 362 data sets from employees across five companies, to ensure a robust and varied sample. The methodology encompassed a comprehensive approach, including surveys and in-depth analysis, to explore the nuances of the relationship between HPWS and employee well-being. The study's findings underscored the positive impact of HPWS on employee well-being, revealing that job characteristics and the sense of meaningful work serve as pivotal mediators in this relationship. This research not only contributes to the academic discourse by providing empirical evidence of the mediating roles of job characteristics and meaningful work but also offers actionable insights for organizations seeking to enhance employee well-being through the strategic implementation of HPWS. The study's conclusions highlight the importance of aligning work systems with intrinsic motivational factors, as posited by self-determination theory, and set the stage for future research to further explore the complexities of employee well-being in diverse cultural and organizational settings.
},
 year = {2024}
}

Copy | Download

TY  - JOUR
T1  - How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning

AU  - Yu kun Hei
AU  - Yi tong Zhu
AU  - Ming Zhu
Y1  - 2024/09/23
PY  - 2024
N1  - https://doi.org/10.11648/j.jhrm.20241203.15
DO  - 10.11648/j.jhrm.20241203.15
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 96
EP  - 106
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20241203.15
AB  - In the current era of competitive business environments, understanding the influence of high-performance work systems (HPWS) on employee well-being has become a critical research focus. This study, grounded in self-determination theory, aimed to investigate the link between HPWS and employee well-being within a Chinese context, with a particular emphasis on job characteristics. The research utilized a three-wave design, gathering 362 data sets from employees across five companies, to ensure a robust and varied sample. The methodology encompassed a comprehensive approach, including surveys and in-depth analysis, to explore the nuances of the relationship between HPWS and employee well-being. The study's findings underscored the positive impact of HPWS on employee well-being, revealing that job characteristics and the sense of meaningful work serve as pivotal mediators in this relationship. This research not only contributes to the academic discourse by providing empirical evidence of the mediating roles of job characteristics and meaningful work but also offers actionable insights for organizations seeking to enhance employee well-being through the strategic implementation of HPWS. The study's conclusions highlight the importance of aligning work systems with intrinsic motivational factors, as posited by self-determination theory, and set the stage for future research to further explore the complexities of employee well-being in diverse cultural and organizational settings.

VL  - 12
IS  - 3
ER  -

Copy | Download

Author Information

Yu kun Hei

Department of Human Resource Management and Public Administration, Beijing Institute of Petrochemical Technology, Beijing, People’s Republic of China
Yi tong Zhu

Department of Human Resource Management and Public Administration, Beijing Institute of Petrochemical Technology, Beijing, People’s Republic of China
Ming Zhu

Department of Human Resource Management and Public Administration, Beijing Institute of Petrochemical Technology, Beijing, People’s Republic of China

Contact Email

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Hei, Y. K., Zhu, Y. T., Zhu, M. (2024). How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning. Journal of Human Resource Management, 12(3), 96-106. https://doi.org/10.11648/j.jhrm.20241203.15

Copy | Download

ACS Style

Hei, Y. K.; Zhu, Y. T.; Zhu, M. How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning. J. Hum. Resour. Manag. 2024, 12(3), 96-106. doi: 10.11648/j.jhrm.20241203.15

Copy | Download

AMA Style

Hei YK, Zhu YT, Zhu M. How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning. J Hum Resour Manag. 2024;12(3):96-106. doi: 10.11648/j.jhrm.20241203.15

Copy | Download

@article{10.11648/j.jhrm.20241203.15,
  author = {Yu kun Hei and Yi tong Zhu and Ming Zhu},
  title = {How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning
},
  journal = {Journal of Human Resource Management},
  volume = {12},
  number = {3},
  pages = {96-106},
  doi = {10.11648/j.jhrm.20241203.15},
  url = {https://doi.org/10.11648/j.jhrm.20241203.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20241203.15},
  abstract = {In the current era of competitive business environments, understanding the influence of high-performance work systems (HPWS) on employee well-being has become a critical research focus. This study, grounded in self-determination theory, aimed to investigate the link between HPWS and employee well-being within a Chinese context, with a particular emphasis on job characteristics. The research utilized a three-wave design, gathering 362 data sets from employees across five companies, to ensure a robust and varied sample. The methodology encompassed a comprehensive approach, including surveys and in-depth analysis, to explore the nuances of the relationship between HPWS and employee well-being. The study's findings underscored the positive impact of HPWS on employee well-being, revealing that job characteristics and the sense of meaningful work serve as pivotal mediators in this relationship. This research not only contributes to the academic discourse by providing empirical evidence of the mediating roles of job characteristics and meaningful work but also offers actionable insights for organizations seeking to enhance employee well-being through the strategic implementation of HPWS. The study's conclusions highlight the importance of aligning work systems with intrinsic motivational factors, as posited by self-determination theory, and set the stage for future research to further explore the complexities of employee well-being in diverse cultural and organizational settings.
},
 year = {2024}
}

Copy | Download

TY  - JOUR
T1  - How Does High Performance Work System Increase Employees’ Well-Being -The Sequential Mediating Roles of Job Characteristics and Work Meaning

AU  - Yu kun Hei
AU  - Yi tong Zhu
AU  - Ming Zhu
Y1  - 2024/09/23
PY  - 2024
N1  - https://doi.org/10.11648/j.jhrm.20241203.15
DO  - 10.11648/j.jhrm.20241203.15
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 96
EP  - 106
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20241203.15
AB  - In the current era of competitive business environments, understanding the influence of high-performance work systems (HPWS) on employee well-being has become a critical research focus. This study, grounded in self-determination theory, aimed to investigate the link between HPWS and employee well-being within a Chinese context, with a particular emphasis on job characteristics. The research utilized a three-wave design, gathering 362 data sets from employees across five companies, to ensure a robust and varied sample. The methodology encompassed a comprehensive approach, including surveys and in-depth analysis, to explore the nuances of the relationship between HPWS and employee well-being. The study's findings underscored the positive impact of HPWS on employee well-being, revealing that job characteristics and the sense of meaningful work serve as pivotal mediators in this relationship. This research not only contributes to the academic discourse by providing empirical evidence of the mediating roles of job characteristics and meaningful work but also offers actionable insights for organizations seeking to enhance employee well-being through the strategic implementation of HPWS. The study's conclusions highlight the importance of aligning work systems with intrinsic motivational factors, as posited by self-determination theory, and set the stage for future research to further explore the complexities of employee well-being in diverse cultural and organizational settings.

VL  - 12
IS  - 3
ER  -

Copy | Download