High-performance work systems and individual performance: a longitudinal study of the differential roles of happiness and health well-being

As a part of the growing strand of employee-centered HRM research, employee well-being is suggested to be a key mechanism that may help to explain the relationship between HRM and performance. To investigate how an employee's well-being mediates the HRM-performance relationship, we distinguish between two types of well-being identified in prior work, happiness well-being and health well-being, and present arguments for differences in their effects on individual performance. Building on Job Demands-Resources (JDR) theory, we propose that happiness well-being positively mediates the relationship between perceived High-Performance Work Systems (HPWS) and individual task performance, while health well-being negatively mediates this focal relationship. Thus, happiness well-being fits the "mutual gains" perspective. In contrast, health well-being fits the "conflicting outcomes" perspective, and thus may be harmed by the HPWS to enhance the performance. We find partial support for our arguments in an analysis of longitudinal survey data of 420 participants spanning a total of four waves of data collection.

“Locked at the job”: a qualitative study on the process of this phenomenon

Purpose

Many employees experience a “locked at the job” situation and are not satisfied with their current job and at the same time, perceive limited job opportunities. This study examines the process that individuals who experience locked at the job go through and the coping mechanisms individuals use.

Design/methodology/approach

A total of Thirty in-depth interviews were conducted. Of the participants, 12 were locked at the job at the time of the interview and 18 participants experienced locked at the job in the past.

Findings

The authors identified three phases. Regarding the first phase “becoming locked at the job,” various individual and work environmental causes could be identified. In the second phase “being locked at the job,” the authors identified three levels: low-, medium- and high-locked individuals. Emotion-regulated coping strategies were mainly reappraisal, positive distraction and behavioral avoidance. The third phase “ending locked at the job” revealed that a locked at the job situation often comes to an end either by taking control independently or by external force. Especially, the role of the direct supervisor was decisive during the entire locked at the job process.

Practical implications

In the practical implications, the authors suggest to discuss locked at the job throughout the entire workplace and create an open culture acknowledging that individuals may find themselves in such a situation.

Originality/value

To date, no qualitative study has been conducted before from this perspective. Therefore, it is extremely important to look at this relatively unknown phenomenon from this perspective.

Meritocracy a myth? A multilevel perspective of how social inequality accumulates through work

Work plays a crucial role in rising social inequalities, which refer to unequal opportunities and rewards for different social groups. Whereas the conventional view of workplaces as meritocracies suggests that work is a conduit for social equality, we unveil the ways in which workplaces contribute to the accumulation of social inequality. In our cumulative social inequality in workplaces (CSI-W) model, we outline how initial differences in opportunities and rewards shape performance and/or subsequent opportunities and rewards, such that those who receive more initial opportunities and rewards tend to receive even more over time. These cumulative social inequality dynamics take place via nine different mechanisms spanning four different levels (individual, dyadic, network, and organizational). The CSI-W indicates that the mechanisms interact, such that the social inequality dynamics in workplaces tend to (a) exacerbate social inequalities over time, (b) legitimate social inequalities over time, and (c) manifest themselves through everyday occurrences and behaviors.

Economic analysis of alternative AD control programmes

The threat imposed by its virulence brings a presumption that Aujeszky's disease (AD) must be controlled because potential losses are high. Viewed as an economic problem, the decision on whether and how to control AD hinges on comparing the costs of doing so with the benefits (in terms of reduced production losses) to be gained. Four strategies are considered: (a) doing nothing, (b) suppressing and maintaining the disease at low prevalence levels by vaccination, (c) suppressing to low levels and then eradicating by culling remaining positive animals and (d) eradicating in one step by means of a test-and-slaughter policy. The net economic merits of each strategy are examined using data derived from specific vaccination studies established in Germany and the Netherlands. A computer model is developed to estimate disease costs under different technical, epidemiological and economic assumptions, allowing the economically optimal strategies to be explored. In general no single strategy can be recommended as the 'best' for dealing with AD, since it depends on a host of factors relating to pig density, prevalence levels, production system, trade relations, etc. As usual, economic realities complicate the quest for operational simplicity in disease control. However, for the regions of high pig density studied the most economic AD control strategy is to lower herd prevalence by intensive vaccination before completing eradication by test-and-removal of remaining positive animals.