Human resource management and employee well-being: towards a new analytic framework
Embargoed until: 2019-02-16
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The mutual gains model suggests that HRM should benefit both individuals and organisations. However, the dominant models within HRM theory and research continue to focus largely on ways to improve performance, with employee concerns very much a secondary consideration. Furthermore, pressures at work and in society more widely are creating an increasing threat to employee well‐being. If employee concerns and the threats to well‐being are to be taken seriously, a different analytic framework for HRM is required. The article sets out an alternative approach to HRM that gives priority to practices designed to enhance well‐being and a positive employment relationship, proposing that both elements are essential. Evidence is presented to support the choice of practices and to argue that these also hold the potential to improve both individual and organisational performance. It therefore offers a different path to mutual gains. The research and policy implications of this approach are discussed.
Human Resource Management Journal
© 2017 John Wiley & Sons Ltd. This is the peer reviewed version of the following article: Human resource management and employee well-being: towards a new analytic framework, Human Resource Management Journal, Vol 27(1) pages 22-38, 2017 which has been published in final form at DOI. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html)
Human Resources Management