High-performance work systems and job control consequences for anxiety, role overload and turnover intentions -- Jensen et al, 2013
8 important questions on High-performance work systems and job control consequences for anxiety, role overload and turnover intentions -- Jensen et al, 2013
What is the research aim and question of this study? (Jensen et al, 2013)
What is meant with the dark side perspective of HPWS in regards to this study? (Jensen et al, 2013)
The 'dark-side' of HPWS proposes a distinction between hard vs soft HRM practices. What does a hard (control)orientated view of HRM mean? (Jensen et al, 2013)
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The 'dark-side' of HPWS proposes a distinction between hard vs soft HRM practices. What does a soft (commitment) orientated view of HRM mean? (Jensen et al, 2013)
To explore the effect of HPWS on employee experiences, a detailed look at the set of practices implemented under HPWS may help to explain why employees and organisations may be experiencing HPWS somewhat differently. To do so, we turn to the literature on the job-demands-control theory. What does this theory focus on? (Jensen et al, 2013)
- job demands (psychological stressors)
- job discretion (individuals potential control over tasks and conduct throughout the workday)
- mental strain (e.g anxiety and role overload)
What is employee anxiety defined as? (Jensen et al, 2013)
What is role overload defined as? (Jensen et al, 2013)
What is turnover intentions defined as? (Jensen et al, 2013)
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