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3.2 Research Model

Model: (Dark side of HPWS)

The enhancement and improvement of organizations depend on human resource management to carry out the task of development and strategic planning for workforce growth and performance. The Strategic- HRM plans HPWS to overcome deficiencies and improve productivity.

Employees who perceive higher levels of HPWS experience more psychological meaningfulness at work and employee perceptions of HPWS are also likely positively related to psychological safety at work. Similarly, employees who experience higher levels of HPWS tend to attain more available resources for work.

HPWS to rise above deficiencies and enhance efficiency, skills improvement and mechanisms to motivate staff, for understanding the dissimilarity and relationship line by the employee perspectives of HPWS.

This theory, in fact, have serious negative impacts on employees with increasing possibilities of imposing strains, (Work-family conflict (WFC) and Subjective well-being. Thereby, HPWS is known to be negative (dark side) as perceived by employees.

This study contains a Dark side of high-performance work systems perceived by Employee, Negatives relationship between Employees perceived HPWS and mediator of Role Overload, and with the moderator of Core Self-Evaluation. Therefore, it contributes to more Strain, (Work-family conflict (WFC) and Subjective well-being.

Core Self-Evaluation, for the most part, significant because they represent a personality, remain over time, and basic evaluations, they possess abilities and their internal control, in the corporation. The relationship between employee perceived HPWS utilization and strain, WFC, SWB is moderated by Core Self-Evaluation. As Core Self-Evaluation increases, HPWS utilization will relate to lower strain, WFC, SWB.

Role Overload mediates the interaction of employee perceived HPWS utilization and positively contributes towards counterproductive strain, WFC, SWB. Employee perceived HPWS positively contributes towards Role Overload, and mediators of Role Overload where workers since too many responsibilities and activities, and fewer skills and experience, with the lack of time or abilities, to fulfill their duties properly. Consequently, it adds to more Strain, (Work-family conflict WFC), and Subjective well-being (, From Negatives member of staff, perceived HPWS.

When a member of personnel is incapable of fulfilling the different tasks or when work environment gets busier than usual, workers can get stressed out, and cause different strains. The strain is the reaction to stressors. When stressors increase, it creates various types of issues for the employee, such as stress and anxiety.

Figure 3-1 Research Model (Dark/Negative side of HPWS)

Figure 1-1 The Theoretical Model of the Study. Source: Author.

Modern organizations use high-performance work system (HPWS) to optimize the productivity of their workforces. However, the manner of such initiative is welcomed by employees differ as mediated by the amount of work assigned to a given person to be completed within a specific timeline or simply called Role Overload (RO). The perceived HPWS among the employees, therefore, predicts how the employees welcome such initiative as a matter of behavioral reaction to human resource policies in a given firm. The outcomes of such employee perceived HPWS are the level of Strain (S) of the employee, the status of Work-Family Conflict (WFC) and the Subjective Well-Being (SWB). While both Strain and WFC are negative outcomes of employee perceived HPWS, the SWB is a positive outcome. Figure 1-1 of the model shows that the predictive effect of the employee perceived HPWS is moderated by the Core-Self Evaluation (CSE) right before the impact of the mediating role of the RO factored into the causal pathways of the independent variable of HPWS and the dependent variables of S, WFC, and the SWB.

Before factoring the moderating role of the CSE and the mediated effects of the RO, employee perceived HPWS directly related to both Strain and WFC. However, the predictor variable of HPWS is inversely related to the SWB before the mediation and the moderation mechanisms. Besides, the relationship between the employees perceived HPWS and the RO are also in direct proportion to the moderation effect of the CSE.

After the moderation effects of the CSE, the relationship between the employees’ perceived HPWS and the RO remained positive. However, the relationship reduced in strength as the CSE reduces the impact of HPWS on the RO. Similarly, the moderation effect of CSE reduces the positive relationship between HPWS and both S and the WFC. On the contrary, it enhances the negative correlation between the employee perceived HPWS and the SWB.

The mediating effect of RO, then, reduces the positive correlations between employee perceived HPWS and both S and WFC as the dependent variables. On the contrary, it enhances the causative relationship between the HPWS and the SWB. Figure 1-1, above, of the conceptual model, outlines the interrelationships among the variables as explained. These interrelationships form the basis of the hypotheses as formulated for this study as backed by the theoretical reasoning described below.

The first hypothesis (Hypothesis 1) Employee perceived HPWS creates an opportunity for employees, on the other hand, it places enormous demands on the workforce as well (Evans & Davis, 2005; Kroon et al., 2009). Employee perceived HPWS are the ability for employees to cope with stressful situations has been the focal point of work-related research, and those who can successfully manage workplace stressors often experience fewer strain related outcomes (Jex & Beehr, 1991; Jex, Bliese, Buzzell, & Primeau, 2001). Employee perceived HPWS may serve as psychological stressors that have the potential to result in work-related strain, work-family conflict, Subjective well-being (SWB), and issues.Links HPWS to S and WFC directly and positively. It hypothesizes that the higher of the employee perceived HPWS their strain and WFC are higher, the lower of the employee perceived HPWS their strain and WFC are lower (Ashfaq et al., 2013). This indication implies that firms that fully implemented HPWS are more prone to workers experiencing highest levels of S and WFC (Ming et al., 2014). The opposite is also predicted to be true because increased HPWS leads to the negative perception of the HPWS among the employees leading to the perception of increased strain and lack of enough time for family socialization thereby influencing WFC.

Hypothesis 1: The relationships between employee perceived HPWS and individual strain and WFC are positive. Specifically, the higher the employee perceives HPWS, the higher their strain, and WFC. On the other hand, the lower the employee perceives HPWS, the lower their strain, and WFC.

The second hypothesis (Hypothesis 2) explores the link between employee perceived HPWS and SWB as negatively and inversely proportional. It hypothesizes that the higher the employees perceived HPWS, their SWB is lower. However, the lower the employees perceived HPWS, the SWB of employees is higher. This phenomenon occurs because while the employee perceives HPWS negatively constructed among the workers, the perceived status of personal well-being reduces (Ugheoke1 et al., 2015). For instance, an employee who perceives to have over pressure from HPWS implementation at a workplace will have a low perception of personal work-related health due to higher stress levels as well as the lack of happiness (Ming et al., 2014).

Hypothesis 2: The relationships between employee perceived HPWS and SWB is negative. Specifically, the higher the employees perceived HPWS, their SWB is lower. Moreover, the lower the employees perceived HPWS causes higher employees’ SWB.

The third hypothesis (Hypothesis 3) Employee perceived HPWS are positively related toward work overload. Even though, Liao et al. (2009) and Nishii et al. (2008), revealed that employees’ Role Overload were not perfectly aligned with the employee perceived HPWS. However, some scholars found a significant relationship between HPWS reported by perceived employees (Aryee et al., 2012; Den Hartog et al., in press; Jensen et al., in press). Based on the theoretical rationale and empirical evidence, It also displayed that a meaningful proportion of HPWS shared by employees as well (Kehoe & Wright, 2013). These perceptions, in turn, are theorized to relate to increased coping via Role Overload intentions. Interrelate employee perceived HPWS directly and positively to RO. It hypothesizes that while the levels of employee perceived HPWS increases, so the amount of RO also perceived. A direct relationship between employee perceived HPWS and RO emanates from the preconception that HPWS has negative implications for work among the employees (Ming et al., 2014). For instance, in a workplace where the employee pay depends on productivity, the perceived level of pressure to produce would perceive by the employee as role overload. The opposite also holds true.

Hypothesis 3: The relationships between employee perceived HPWS and role overload is positive.

The fourth hypothesis (Hypothesis 4) Given the effects of Role Overload on the three attributes, it is hypothesized that employee perceived HPWS will mediate the impact of Role Overload on the strain, work-family conflict, Subjective well-being (SWB), relationship. Work stressors viewed as triggers of negative emotions, attitudes, and cognitions, which ultimately lead to coping behaviors via emotional or physical withdrawal (Jex, 1998). The relationship between employee and manager utilization of HPWS is positively counterproductive with strain, work-family conflict, Subjective well-being (SWB). Thereby, depends on Role Overload in mediating mechanisms for a complete understanding of the strain, work-family conflict, Subjective well-being (SWB), process (Beehr & Schuler, 1982). It is reasonable to conclude that stressors would be much more intimidating to those who are not capable of performing Role Overload.” Hence, there is an argument that the effect of HPWS on employee perceived HPWS and strain, work-family conflict, Subjective well-being (SWB), should consider in light of job Role Overload.

Links RO and both S and WFC directly and positively but predicts that the relationship between RO and SWB is negatively and directly. Hypothesis 4(a) explores he positive direct link between RO and either S or WFC. Thus, the amount of pressure to produce induced inflicting work overload for a particular employee eventually leads to higher levels of strain and work-family conflict (Ashfaq et al., 2013). Work overload leaves much stress in an employee and reduces the time available for family bonding among other manifestations. Hypothesis 4(b) explores a possible adverse and direct relationship between RO and SWB. This sub-hypothesis claims that the higher the level of RO, the lower the SWB in a particular employee (Macky and Boxall, 2008). This phenomenon stems from the fact that RO linked to reduced negative healthy attributes in a person like high levels of stress and lack of happiness. Therefore, when the RO is high, the negative health attributes rise leading to lowered SWB.

Hypothesis 4: The relationships between role overload and individual strain and WFC are positive(a). The relationships between role overload and SWB are negatively(b).

The fifth hypothesis (Hypothesis 5) shows that It is crucial to implement an adequate amount of Core Self-Evaluation to create a positive perception among managers and employees regarding the positive effect of HPWS as evidenced by Core Self-Evaluation traits well-known in psychology ( PsycINFO search, October 20, 2001).The propensity to have a negativistic thoughts and attention to a negative characteristic of HPWS moderated by Core Self-Evaluation (Watson, 2000), and relate to lower strain, work-family conflict, Subjective well-being (SWB), (Jex & Beehr, 1991). The employee has more control over how and when decisions made, a delegation of work tasks, and autonomy which may enable them to cope with their duties and strain within the organization (Karasek, 1979). As evidenced, employee perceived HPWS completely related to strain, work-family conflict, Subjective well-being (SWB). For Example, when employee have high levels of strain, work-family conflict, Subjective well-being (SWB), issues, due to an overload of work responsibilities, they will be more likely withdrawn from the organization. We hypothesize that employees faced with overwhelming personal control will seek to separate themselves psychologically from the demands of work by thinking about leaving. In doing so, Role Overload intentions serve as a coping mechanism in response to psychological strain. However, as emphasized by Core Self-Evaluation control theory, employees also vary in the extent to which they have discretion over the various role overload of their jobs. It is common sense to bring to a close that stressors would be much more threatening to those who do not recognize themselves in being capable of performing Role Overload. Therefore, it is imperative to build the relationships between perceived HPWS and individual strain & WFC and Subjective well-being (SWB). Thereby, there is disagreement that the effect of HPWS on employee perceived HPWS and strain, work-family conflict, Subjective well-being (SWB), are positive. Specifically, the higher the managers perceived HPWS, their strain & WFC and Subjective well-being (SWB), the lower the employee perceived HPWS their strain & WFC and Subjective well-being (SWB). Role Overload mediates the direct relationship between employee perceived HPWS and Strain, WFC ad SWB. With a combined effect of RO and employee perceived HPWS, each of the outcome variable of S, WFC, and SWB is enhanced (Alfes et al., 2013). For instance, an employee who perceives high HPWS and so has higher levels of RO also experiences higher levels of S, WFC and more lowered SWB levels (Macky and Boxall, 2008). The RO, therefore, reinforces the direct influence of employee perceived HPWS on each of the outcome variables.

Hypothesis 5: Role overload mediates the relationship between employee perceived HPWS and individual strain, WFC and SWB, respectively.

The sixth hypothesis (Hypothesis 6) explores the moderation effect of CSE amidst the mediating role of the RO. In Hypothesis 6(a), the core self-evaluation attenuates the positive relationship between employee perceived HPWS and individual strain and WFC through reducing different role overload. Hence, even as the RO mediates the direct effect of employee perceived HPWS; CSE moderates it by reducing the negative influences on the outcome of SWB and reinforcing the positive influence on the outcomes of S and WFC (Ashfaq et al., 2013). For instance, the amount of employee perceived HPWS and RO increase the S, and WFC but the moderating effects of CSE reduces the effect thereby resulting in relatively lower levels of S and WFC than in the absence of the moderation. Hypothesis 6(b), similarly predicts that the CSE attenuates the negative relationship between employee perceived HPWS and SWB through reducing different role overload. Therefore, the SWB levels would reduce with the moderation effect of CSE on employee perceived HPWS through RO. For instance, an employee who has high levels of perceived HPWS and RO would have a relatively higher level of SWB than another employee with an equal amount of perceived HPWS and RO (Macky and Boxall, 2008).

Hypothesis 6: The moderated effect of core self-evaluation. Specifically, the core self-evaluation attenuate the positive relationship between employee perceived HPWS and individual strain and WFC through reducing different role overload(a); the core self-evaluation attenuate the negative correlation between employee perceived HPWS and SWB through reducing different role overload(b).