High-involvement work processes, work intensification and employee well-being

Peter Boxall and Keith Macky
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Peter Boxall: University of Auckland, New Zealand
Keith Macky: Auckland University of Technology, New Zealand

Work, Employment & Society, 2014, vol. 28, issue 6, 963-984

Abstract: Using a national population survey, this article examines how high-involvement work processes affect employee well-being. The analysis shows that greater experiences of autonomy and participation in decision-making have positive or neutral effects. Higher involvement is a key factor predicting higher job satisfaction and better work–life balance while it has no relationship to stress or fatigue. In contrast, higher levels of work intensity increase fatigue and stress and undermine work–life balance. If the quality of working life is a key objective in a reform based on greater employee involvement, close attention needs to be paid to the balance between processes that release human potential and those that increase the intensity of work.

Keywords: employee well-being; high-involvement work processes; high-performance work systems; work intensification (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:sae:woemps:v:28:y:2014:i:6:p:963-984

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