The impacts of a high commitment work system on well-being: the mediating role of organization support and employee work-life balance

Abstract

Purpose This study aims to examine the effect of a high commitment work system (HCWS) on employee well-being and the mediating role of organizational support and work–life balance. Design/methodology/approach Using structural equation modeling (SEM) for analysis, a quantitative approach was adopted to collect data from the 235 employees from the public sector in the United Arab Emirates (UAE). Findings Results show that HCWSs have a significant influence on organizational support and employee work–life balance. Therefore, there is a significant positive effect on employee well-being. The consequence of HCWS on well-being is not mediated by organizational support. Organization and work–life balance do not support the idea of reducing the negative effects of high-commitment work systems on well-being. There is a significant influence of work–life balance on employee behaviors to have well-being. Originality/value Managers can devise a strategy to involve the employees to join participating in decision-making. The research advances knowledge of how HCWS improves employee well-being and emphasizes the significance of organizational support in the environment of public organizations. Organizations are expecting to develop new strategies that help employees engage with their environment and increase their confidence. In this perspective, the present study has identified a crucial key factor of HCWS affecting of organization support and employee work–life balance, which can help propelling employees well-being. The research expands the knowledge of the organizational and cultural elements that influence employee behavior and performance in this setting by evaluating the effects of HCWS on employee well-being in the UAE.