The Research On The Impact Of High Performance Management On Employee Well-being

As China’s economy continues to develop,employees are pursuing spiritual satisfaction in addition to material satisfaction,and happiness is the most important factor in spiritual satisfaction.When employees work in an organization,if they cannot obtain spiritual satisfaction,it will lead to a gradual negative work attitude and a decrease in work efficiency.Therefore,it is one of the most important issues for companies to consider how to enhance employee happiness and spiritual satisfaction in order to increase the efficiency and quality of employees’ work in the company.In recent years,high performance human resource management has become the central focus of this paper.Based on past research,this paper will investigate the mechanism,direction,and magnitude of the impact of high performance HRM on employee happiness,with a view to improving employee happiness,enhancing employee identification with the organization,and further improving employee productivity and quality.In order to answer the above questions,this paper conducted a survey by distributing questionnaires to three representative companies in Sichuan Province,and finally 354 valid questionnaires were obtained.The questionnaire respondents included both grassroots employees and human resource department managers.The research results found that:(1)High performance HRM can significantly improve employees’ happiness.(2)Organizational identity plays a mediating role in the above process.(3)Employment relationship climate plays a significant moderating role in the path of high performance HRM on employee well-being.The empirical findings of this paper provide some reference for a comprehensive understanding of the impact of high performance HRM.This study explores and verifies the possibility of employee happiness as an outcome variable of high performance HRM,and reveals the mechanism by which high performance HRM can influence employee happiness through the mediating role of organizational identity;it also expands the application of social exchange theory in corporate HRM practice.The findings of this paper are consistent with the results in foreign contexts and enrich the application of this theory in Chinese economic and social contexts.It is worth mentioning that this paper analyzes the heterogeneous effect of high performance HRM on employee happiness among different groups,such as gender,new and old employees,and reflects the different effects of high performance HRM on employee happiness among different groups,which has practical guidance significance.There are several shortcomings in this paper,such as the sample is limited to enterprises in Sichuan province,the sample size is insufficient,and the individual characteristics of the control are not rich enough.Therefore,future research can be expanded in terms of sample area,sample size,and the richness of individual characteristics,so as to explore more carefully and deeply the possible influence mechanism and content of high performance HRM on employees’ happiness.