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High involvement management and employee well-being

Author

Listed:
  • Petri Böckerman

    (Turku School of Economics, and Labour Institute for Economic Research, Finland, and IZA, Germany)

Abstract
A wide range of high involvement management practices, such as self-managed teams, incentive pay schemes, and employer-provided training have been shown to boost firms’ productivity and financial performance. However, less is known about whether these practices, which give employees more discretion and autonomy, also benefit employees. Recent empirical research that aims to account for employee self-selection into firms that apply these practices finds generally positive effects on employee health and other important aspects of well-being at work. However, the effects can differ in different institutional settings.

Suggested Citation

  • Petri Böckerman, 2015. "High involvement management and employee well-being," IZA World of Labor, Institute of Labor Economics (IZA), pages 171-171, July.
    • Handle: RePEc:iza:izawol:journl:y:2015:n:171
    as

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    References listed on IDEAS

    as
    1. Askenazy, Philippe & Caroli, Eve, 2006. "Innovative Work Practices, Information Technologies and Working Conditions: Evidence for France," IZA Discussion Papers 2321, Institute of Labor Economics (IZA).
    2. Alex Bryson & John Forth & Lucy Stokes, 2015. "Does Worker Wellbeing Affect Workplace Performance?," National Institute of Economic and Social Research (NIESR) Discussion Papers 447, National Institute of Economic and Social Research.
    3. Petri Böckerman & Alex Bryson & Pekka Ilmakunnas, 2013. "Does high involvement management lead to higher pay?," Journal of the Royal Statistical Society Series A, Royal Statistical Society, vol. 176(4), pages 861-885, October.
    4. Francis Green & Nicholas Tsitsianis, 2005. "An Investigation of National Trends in Job Satisfaction in Britain and Germany," British Journal of Industrial Relations, London School of Economics, vol. 43(3), pages 401-429, September.
    5. Böckerman, Petri & Bryson, Alex & Ilmakunnas, Pekka, 2012. "Does high involvement management improve worker wellbeing?," Journal of Economic Behavior & Organization, Elsevier, vol. 84(2), pages 660-680.
    6. Petri Böckerman & Edvard Johansson & Antti Kauhanen, 2012. "Innovative work practices and sickness absence: what does a nationally representative employee survey tell?," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 21(3), pages 587-613, June.
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    8. Coles, Melvyn G. & Treble, John G., 1996. "Calculating the price of worker reliability," Labour Economics, Elsevier, vol. 3(2), pages 169-188, September.
    9. Colin Green & John S. Heywood, 2008. "Does Performance Pay Increase Job Satisfaction?," Economica, London School of Economics and Political Science, vol. 75(300), pages 710-728, November.
    10. White, Michael & Bryson, Alex, 2013. "Positive employee attitudes: how much human resource management do you need?," LSE Research Online Documents on Economics 51167, London School of Economics and Political Science, LSE Library.
    11. repec:dau:papers:123456789/7143 is not listed on IDEAS
    Full references (including those not matched with items on IDEAS)

    Citations

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    Cited by:

    1. Ohlsbom, Roope, 2021. "Management Practices Drive Productivity – But Not Without Human Capital," ETLA Working Papers 88, The Research Institute of the Finnish Economy.
    2. Sylvie Blasco & Julie Rochu & Benedicte Rouland, 2024. "Impact of work intensity and autonomy on well-being," French Stata Users' Group Meetings 2024 01, Stata Users Group.
    3. Krause-Pilatus, Annabelle & Rinne, Ulf & Schneider, Hilmar, 2019. "Arbeitszufriedenheit in der modernen Arbeitswelt," IZA Standpunkte 94, Institute of Labor Economics (IZA).

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    More about this item

    Keywords

    high involvement management; employee well-being; job satisfaction; job quality;
    All these keywords.

    JEL classification:

    • I10 - Health, Education, and Welfare - - Health - - - General
    • J28 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Safety; Job Satisfaction; Related Public Policy
    • J81 - Labor and Demographic Economics - - Labor Standards - - - Working Conditions
    • M52 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Compensation and Compensation Methods and Their Effects
    • M53 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Training
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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