ABSTRACT
The underlying thesis of this volume is that, although high performance work practices (HPWPs) offer excellent potential for improving workplace productivity, while at the same time offering benefits in terms of employee long-term health and well-being, there can be a “dark side”: When they are badly managed, such practices can lead to abusive supervisory practices and outcomes that might well be the antithesis of what is desired. To address this issue, we arranged the chapters in three sections. In the first section, authors define HPWPs and discuss their antecedents and consequences. The authors in the second and third sections go on to discuss in more detail how poorly managed HPWPs can lead to abusive supervision and less than optimal outcomes for organizations and their employees.
