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High Performance Work Systems, Justice, and Engagement: Does Bullying Throw a Spanner in the Works?

Author

Listed:
  • Elfi Baillien

    (Department of Work and Organisation Studies, Katholieke Universiteit Leuven (KU Leuven), 1000 Brussels, Belgium)

  • Denise Salin

    (Department of Management and Organisation, Hanken School of Economics, 00100 Helsinki, Finland)

  • Caroline V. M. Bastiaensen

    (Department of Work and Organisation Studies, Katholieke Universiteit Leuven (KU Leuven), 1000 Brussels, Belgium)

  • Guy Notelaers

    (Department of Psychosocial Science, University of Bergen, 5015 Bergen, Norway)

Abstract

High performance work systems (HPWS) have typically been shown to positively influence employee attitudes and well-being. Research in the realm of HPWS has, in this respect, established a clear connection between these systems and employee engagement through organizational justice. In this study, we analyzed if being bullied affects this relationship. Using reasoning from Affective Events Theory (AET), we expected that the positive association between HPWS and engagement through perceptions of organizational justice is impaired by experiences of workplace bullying. Moreover, we expected a remaining direct effect between HPWS and engagement, also attenuated by bullying. Our results in a sample of service workers in Finland ( n = 434) could not support the moderating role of bullying in the indirect effect. Workplace bullying did, however, impair the remaining direct relationship indicating it disrupts the positive effect of HPWS on engagement. In all, whereas HPWS were found to be beneficial for not bullied respondents, it was associated with decreased engagement for the bullied. Our findings further underscore the importance of preventing bullying in our workplaces, as it may significantly alter the outcomes of positively intended HR practices into an undesired result.

Suggested Citation

  • Elfi Baillien & Denise Salin & Caroline V. M. Bastiaensen & Guy Notelaers, 2022. "High Performance Work Systems, Justice, and Engagement: Does Bullying Throw a Spanner in the Works?," IJERPH, MDPI, vol. 19(9), pages 1-16, May.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:9:p:5583-:d:808428
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    References listed on IDEAS

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    2. Latorre, Felisa & Guest, David & Ramos, José & Gracia, Francisco J., 2016. "High commitment HR practices, the employment relationship and job performance: A test of a mediation model," European Management Journal, Elsevier, vol. 34(4), pages 328-337.
    3. Paul Maurice Conway & Hermann Burr & Uwe Rose & Thomas Clausen & Cristian Balducci, 2021. "Antecedents of Workplace Bullying among Employees in Germany: Five-Year Lagged Effects of Job Demands and Job Resources," IJERPH, MDPI, vol. 18(20), pages 1-13, October.
    4. P. Matthijs Bal & Dorien T. A. M. Kooij & Simon B. De Jong, 2013. "How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies," Journal of Management Studies, Wiley Blackwell, vol. 50(4), pages 545-572, June.
    5. Stephen T T Teo & Diep Nguyen & Fiona Trevelyan & Felicity Lamm & Mark Boocock, 2021. "Workplace bullying, psychological hardiness, and accidents and injuries in nursing: A moderated mediation model," PLOS ONE, Public Library of Science, vol. 16(1), pages 1-15, January.
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