Beyond mutual gains and conflicting outcomes: a functional ambivalence perspective on high-performance work systems

Purpose
To shed new light on the nature and influence of high-performance work systems (HPWS), this study investigates the relationships between ability-, motivation- and opportunity-enhancing (AMO) bundles of HPWS and employee psychological well-being - measured as work engagement–via two psychological pathways: employee self-efficacy and emotional exhaustion.
Design/methodology/approach
The study analyzes data from Russian employees working in domestic (n = 403) and foreign-owned (n = 110) firms.
Findings
The study offers partial support for the conflicting outcomes perspective on HPWS. It explains these mixed findings by highlighting the intended and unintended consequences of organizational interventions.
Originality/value
The study provides initial evidence for a contingency perspective on HPWS effects by extending the analysis of employee resources and well-being to the high-power-distance context of Russia and examining whether these effects vary by organizational ownership (domestic versus foreign-owned).