Tightening the link between employee wellbeing at work and performance

TLDR: In this paper, the authors examine the effects of HRM practices on employee wellbeing and performance, and show that the emphasis typically placed on the business case for HRM suggests a one-sided focus on organisational outcomes at the expense of employees.

Abstract: Purpose – The purpose of the paper is to show that, though essential, the achievement of business‐oriented performance outcomes has obscured the importance of employee wellbeing at work, which is a neglected area of inquiry within the field of human resource management. Instead the emphasis typically placed on the business case for HRM suggests a one‐sided focus on organisational outcomes at the expense of employees. With this in mind, this paper seeks to examine the effects of HRM practices on employee wellbeing and performance.Design/methodology/approach – Data were collected from a public sector (local government) organisation to identify the link between HRM practices, employee wellbeing at work, and performance. A preliminary staff survey of employees provides a brief overview of the link between HRM practices, employee wellbeing at work and performance.Findings – HRM practices adopted have a significant impact on employee wellbeing at work and tend to be more positive than negative. Overall a consis...