Riassunto analitico
The aim of this work is to understand the effects and mechanisms Human Resource Management ‘High performance Working Practices’ (HPWPs) have over employee well-being. This thesis will review theoretical literature focusing on the relationship between HRM, employee well-being and organizational performance. First of all, a theoretical review on the topic will be provided; many models have been proposed regarding the impact of HRM on organizational performance, but a more recent centre of debate is the effect of HRM on organizational performance, with a specific look on the people dimension. As a matter of facts, literature’s findings argues that there is not a definitive conclusions about the effects of HRM on employee well-being (Appelbaum, 2002). Actually, evidence on relationships between the concepts of HRM, employee well-being and organizational performance were studied separately. Secondly, it will be outlined a definition of ‘High Performance Working Practices’, as in the respective scientific literature it is widely believed that those more modern HRM practices certainly have considerable effects on firm’s organisational performances. Although there has been a lot of research done for HPWPs and organisational performance on recent years, further investigation needs to be done on employee attitudes and employee well-being, as it remains to be seen to what extent employee well-being is related with productivity and financial performance, or in particular, to check whether or not to an increase in organizational performance correspond an increase in well-being at work. Therefore this study aims to provide an accurate reconstruction and theoretical review of what are those high performance practices and which practices are included; what is employees well-being at work, what does the literature say on this topic; what does the literature say about HPWPs and relationship with employees well-being; seek for competing evidence and contrasting hypothesis; look for empirical evidence from qualitative and quantitative research, with the aim of seeking further information on the relationship between HRM, employee well-being, and organizational performance. The review will be structured by distinguishing qualitative results from quantitative results. The purpose is to check whether or not this two ways of methods brings similar results or tends to support different thesis. This process should lead our research to answer the question: is there more empirical support in the research literature for a ‘mutual gains perspective’ (optimistic view) or for a ‘conflicting outcomes perspective’ (pessimistic view)? (Peccei, 2004). This research was conducted through a systematic literature search in international management journals, organizational behaviour, work and organizational psychology and applied psychology, as well as other journals known for their explicit HRM-related focus, provided the mandatory inclusion of HRM, well-being and organizational performance measures.
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Abstract
The aim of this work is to understand the effects and mechanisms Human Resource Management ‘High performance Working Practices’ (HPWPs) have over employee well-being. This thesis will review theoretical literature focusing on the relationship between HRM, employee well-being and organizational performance. First of all, a theoretical review on the topic will be provided; many models have been proposed regarding the impact of HRM on organizational performance, but a more recent centre of debate is the effect of HRM on organizational performance, with a specific look on the people dimension. As a matter of facts, literature’s findings argues that there is not a definitive conclusions about the effects of HRM on employee well-being (Appelbaum, 2002). Actually, evidence on relationships between the concepts of HRM, employee well-being and organizational performance were studied separately. Secondly, it will be outlined a definition of ‘High Performance Working Practices’, as in the respective scientific literature it is widely believed that those more modern HRM practices certainly have considerable effects on firm’s organisational performances. Although there has been a lot of research done for HPWPs and organisational performance on recent years, further investigation needs to be done on employee attitudes and employee well-being, as it remains to be seen to what extent employee well-being is related with productivity and financial performance, or in particular, to check whether or not to an increase in organizational performance correspond an increase in well-being at work. Therefore this study aims to provide an accurate reconstruction and theoretical review of what are those high performance practices and which practices are included; what is employees well-being at work, what does the literature say on this topic; what does the literature say about HPWPs and relationship with employees well-being; seek for competing evidence and contrasting hypothesis; look for empirical evidence from qualitative and quantitative research, with the aim of seeking further information on the relationship between HRM, employee well-being, and organizational performance. The review will be structured by distinguishing qualitative results from quantitative results. The purpose is to check whether or not this two ways of methods brings similar results or tends to support different thesis. This process should lead our research to answer the question: is there more empirical support in the research literature for a ‘mutual gains perspective’ (optimistic view) or for a ‘conflicting outcomes perspective’ (pessimistic view)? (Peccei, 2004).
This research was conducted through a systematic literature search in international management journals, organizational behaviour, work and organizational psychology and applied psychology, as well as other journals known for their explicit HRM-related focus, provided the mandatory inclusion of HRM, well-being and organizational performance measures.
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