Engaging long-tenured employees via high-performance work systems: a matter of dosages

Purpose We investigate the engagement benefits of high-performance work systems (HPWS) for long-tenured employees compared with short-tenured ones. Using a social exchange lens and building upon hedonic adaptation research, we propose that HPWS are less effective for engaging longer tenured employees, unless they are administered at high levels. Design/methodology/approach Multiple regression and post-estimation analyses of marginal effects on a sample of 30,375 employees, based on data from the 6th European Working Conditions Survey. Findings (1) Employee tenure negatively moderates the HPWS-engagement relationship; (2) this effect is contingent on the level of HPWS, with long-tenured employees responding comparatively better than short-tenured ones to exposure to high levels of HPWS; (3) HPWS have decreasing marginal effects on engagement—greater exposure to these systems does not linearly translate into higher employee engagement, with their decreasing returns being more noticeable for short- than long-tenured employees. Originality/value The study provides novel insights into the value of HPWS as motivational tools and advises managers to promote tenure-differentiated HPWS investments. It also illuminates critical issues related to the sustainability of HPWS.