High-performance HR practices, job demands and employee well-being: The moderating role of managerial support

Drawing on the labour process theory and the job-demands resources model, this study challenges the assumption of beneficial effects of high-performance HR practices (HPHRP). The study argues that such practices lead to heightened work demands, which in turn compromise employees' well-being. The study also argues that the negative consequences associated with HPHRP can be ameliorated when employees receive support from their managers. To test the study's moderated mediation model, multisource matched employer-employee data from the Workplace Employment Relations Survey 2011 is used. Results of generalised multilevel structural equation modelling in STATA revealed that the relationship between HPHRP and well-being (anxiety and depression) is mediated by Job demands (JD). Furthermore, the relationship between JD and both anxiety and depression is moderated by Managerial support (MS), such that when the level of MS is high, the positive relationship between HPHRP and both anxiety and depression via JD is weaker. Taken together, the findings of the study advance our understanding of why and when HPHRP may impair employees' well-being.

When is job control most useful for idea championing? Role conflict and psychological contract violation effects

Drawing from conservation of resources theory, this article investigates the relationship between job control (a critical job resource) and idea championing, as well as how this relationship may be augmented by stressful work conditions that can lead to resource losses, such as conflicting work role demands and psychological contract violations. With quantitative data collected from employees of an organization that operates in the chemical sector, this study reveals that job control increases the propensity to champion innovative ideas. This effect is especially salient when employees experience high levels of role conflict and psychological contract violations. For organizations, the results demonstrate that giving employees more control over whether they invest in championing activities will be most beneficial when those employees also face resource-draining work conditions, in the form of either incompatible role expectations or unfilled employer obligations.