Mutual gains or conflicting outcomes? How HRM benefits professionals

Abstract

Purpose – Using the mutual gains model as a framework, the purpose of this paper is to explore the important issue of mutuality in employment relationships. Design/methodology/approach – This study uses a sample of 215 New Zealand professionals to assess the relationships between commitment-oriented HRM practice, work intensification, work-life balance (WLB) and task and contextual performance. Findings – The authors find commitment-oriented HRM practice does not intensify the work experiences of professionals, but nor does it contribute positively to the achievement of WLB. Both these well-being types do, however, contribute to explaining professionals’ task and contextual performance outcomes. Research limitations/implications – The findings suggest current narrow interpretations of well-being need to be revisited, with the meaning of well-being, its measurement and its role in delivering performance outcomes afforded greater attention within HRM studies. Practical implications – A primary goal of managers is to deliver optimum performance outcomes. For professionals, the research suggests an important means to achieving this is by promoting positive well-being. Originality/value – This study offers some important insights into the role mutuality plays in influencing performance outcomes. In addition, by exploring two contrasting facets of well-being, one health- and one happiness-related, the authors provide some empirical insights into how employees’ well-being affects performance outcomes.