Mutual gains or conflicting outcomes? How HRM benefits professionals

Abstract

Purpose

Using the mutual gains model as a framework, the purpose of this paper is to explore the important issue of mutuality in employment relationships.

Design/methodology/approach

This study uses a sample of 215 New Zealand professionals to assess the relationships between commitment-oriented HRM practice, work intensification, work-life balance (WLB) and task and contextual performance.

Findings

The authors find commitment-oriented HRM practice does not intensify the work experiences of professionals, but nor does it contribute positively to the achievement of WLB. Both these well-being types do, however, contribute to explaining professionals’ task and contextual performance outcomes.

Research limitations/implications

The findings suggest current narrow interpretations of well-being need to be revisited, with the meaning of well-being, its measurement and its role in delivering performance outcomes afforded greater attention within HRM studies.

Practical implications

A primary goal of managers is to deliver optimum performance outcomes. For professionals, the research suggests an important means to achieving this is by promoting positive well-being.

Originality/value

This study offers some important insights into the role mutuality plays in influencing performance outcomes. In addition, by exploring two contrasting facets of well-being, one health- and one happiness-related, the authors provide some empirical insights into how employees’ well-being affects performance outcomes.

Citation

Edgar, F., Geare, A., Zhang, J.A. and McAndrew, I. (2015), "Mutual gains or conflicting outcomes? How HRM benefits professionals", International Journal of Manpower, Vol. 36 No. 8, pp. 1248-1265. https://doi.org/10.1108/IJM-12-2014-0254