ABSTRACT
High performance work systems (HPWS) include a variety of HR practices designed to enhance employee competence and productivity (Posthuma, Campion, Masimova, & Campion, 2013). Such systems are intended to improve employee attitudes and improve performance through the selection, development, and retention of talent (Chuang, Dill, Morgan, & Konrad, 2012), as well as by the restructuring of work, for example, through autonomous work teams (Godard, 2004). Although some studies have found positive effects of high performance practices on employees, others have found unexpected detrimental effects, as well (Godard, 2004). One explanation might be found in a study by Godard (2001) that while some HPWS had positive effects on employee wellbeing, too much stress on HPWS had detrimental effects. In this chapter I will explore the potential negative impact an HPWS can have on employees when it results in too much performance pressure from supervisors and coworkers. In other words, it passed the tipping point where employees begin to feel that they are being abused and exploited. A model will be developed showing how these systems can create high performance climates in which pressure for performance can be stressful and may lead to unintended negative consequences for employees and organizations.
