Cross‐level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice

In this cross‐level study, we examine the mediating influence of employee perceptions of the fairness of human resource practices associated with the high‐performance work systems model. Data were collected from 187 employees in three companies in Ireland. Using cross‐level analyses, employee perceptions of distributive, procedural and interactional justice were found to mediate the relationship between high‐performance work systems and job satisfaction, affective commitment and work pressure. The findings also point to a ‘management by stress’ HPWS relationship, suggesting diminished employee well‐being, less satisfaction and lower commitment. The research adds to our understanding of the mechanisms through which human resource practices influence employee outcomes and contributes to debates that move beyond the polemic high versus low employee well‐being debates of HRM. The discussion reviews the theoretical and practical implications of these results.