Exploring The Unforeseen Effects: The Impact of High-Performance Work Systems on Employee Burnout, Work Pressures and Counter-productive Behavior

Abstract

In the complex world of organizational factors, two separated but connected phenomena Counterproductive Behaviour (CPB) and Work Pressures remain essential elements worthy of closer examination. Counterproductive behavior refers to various behaviors that go against an organization's established norms, objectives, and values. These behaviors can range from small infractions to more serious violations. On the other hand, Work Pressures stand for the difficult and frequently stressful situations that employees deal with in their professional roles. Many different things can apply pressure on employees, such as meeting performance goals, having a job with more responsibilities, or having short deadlines which can also be described as a High-Performance Work System (HPWS). An HPWS is a comprehensive and strategic approach to managing an organization's human resources, “HPWS can facilitate in enhancing employee’s skills, motivation and involvement” Appelbaum et al. (2001) with the primary goal of optimizing staff skills, motivation, and productivity to improve overall organizational performance and competitiveness. HPWS blends several human resources practices, policies, and organizational structures to enhance employee engagement, continual learning, empowerment, and cooperation. HPWS are distinguished by elements like skill development, employee participation, and cooperative and adaptable culture. Although they promise increased output and involvement from workers, obstacles such as change resistance and inadequate leadership support might make it difficult to put them into practice. The consequences of HPWS are complex, offering both possible advantages, like increased productivity as well as disadvantages like the possibility of employee burnout if not properly managed. A well-balanced approach to staff management in today's evolving business environment is ensured by several tools, including training programs, communication channels, and performance reviews, which are essential components in the effective implementation of HPWS. HPWS aims to establish a work environment in which people are valued as vital contributors to the organization's success rather than simply resources. HPWS strives to boost productivity, minimize turnover, improve organizational performance, and preserve competitiveness in a dynamic and growing marketplace by optimizing staff skills, motivation, and 6 | P a g e commitment. It is a comprehensive approach that requires strategic planning, cultural change, and ongoing evaluation to achieve sustained success. “HPWS has become a widely and commonly discussed topic in recent years. In the next few years, it is likely to become a strategic operating model for organizations to achieve competitive advantage.” Mukherjee, U. (2022) Although HPWS provides multiple advantages that match the goals of today's businesses, it also offers a difficult issue that requires attention: employee burnout. The relationship between HPWS and employee burnout, as well as how it affects turnover rates, is an important yet overlooked part of how organizations operate. Employee burnout is a common issue in organizations that strive for high performance. It is characterized by emotional tiredness, isolation from work, and a sense of decreased achievement. Burnout is expensive for businesses and may negatively impact employee well-being and work engagement. Importantly, it may increase turnover rates as burned-out employees seek other employment options, making it more difficult for organizations to retain exceptional employees. Although many researchers have talked about how HPWS positively affects an organization, little to none of them have talked about how it may be linked to employee burnout, apply work pressures, and may in return end up with CPB by the employees. Accordingly, the research is highly driven to investigate how HPWS affects CPB, work pressures, and employee burnout. Additionally, the researcher believes that despite the large amount of literature that addresses HPWS in the business context, relatively few researchers have focused their efforts on examining the detrimental effects of HPWS among Egyptian customer service employees, particularly in Emerging Markets (EMs). As a result, the researcher hopes to fill this gap by conducting more systematic quantitative and qualitative research.