The effect of High-involvement HRM practices and employee voice on well-being

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With the percentages of employee burnout or stress escalating around the world because of increased job demands or the high unpredictability of our society, we considered it significant to study how organizations could protect their employees’ well-being. This study focuses on investigating to what extent high-involvement HRM (HI HRM) practices and employee voice contribute to better employee well-being as perceived by employees. More specifically we aimed to prove if employees themselves believe that the use of HI HRM practices from their leader and the promotion of employee voice actually helps them maintain high levels of well-being. To have a clearer view of the situation the researcher decided to do a dyadic study, so both leaders and their employees were surveyed to explore what leaders believe about the contribution of the HI HRM practices on employee well-being and how employees interpret the effect on them. The researcher collected primary data through online questionnaires to test the hypothesis created. The sample was of 109 dyads from different sectors that worked part-time or full-time in the Netherlands. Contrary to our predictions HI HRM practices did not show an effect on employee well-being. Additionally, employee perceptions of HI HRM implemented by their leaders did not indicate any significant effect. Employee voice though had a significant effect on job satisfaction and an indirect mediating effect on the relationship between HI HRM implemented by the leaders and employee well-being.
Faculteit der Managementwetenschappen