High-performance work systems, job demands, and employee well-being in Pakistan's insurance industry

Abstract

A study of the effects of high-performance work systems (HPWS) on 828 employees in Pakistan's insurance industry focuses on their well-being—evidenced by job satisfaction and organizational commitment—as an outcome, rather than as merely a means to improving organizational performance. Its examination of both the positive and negative effects of HPWS also found that companies that implement them without adding undue pressure to work harder are likely to enhance employee well-being. In fostering a better understanding of the complex mechanisms underlying performance, the study offers guidance to both organizational researchers and practitioners.