association between HRM and the range of attitudinal outcomes including work
satisfaction, life satisfaction, and satisfaction with work–life balance but this
association is either fully or partially mediated by the measure of the state of the
psychological contract. There is a small positive association between greater
experience of HR practices and stress. However, there is a strong negative associ-
ation between a positive state of the psychological contract and stress and evidence
that the state of the psychological contract moderates the relationship between
HRM and stress. With respect to other aspects of well-being, a positive state of the
psychological contract is associated with fewer reports of harmful experiences at
work and with a much lower likelihood that the demands of work will be perceived
as harmful. On a more positive note, those reporting a positive state of the
psychological contract are also likely to report that theyWnd their work more
exciting. The 2004 survey explored the concept of a ‘healthy workplace’ as deWned
by the UK Health and Safety Executive (Cousins et al. 2004 ) following concern
about the rapid growth in long-term absence due to non-physical ill health. The
survey found a strong association between greater experience of HR practices and
worker reports of a ‘healthier workplace.’ Both a ‘healthier workplace’ and a more
positive state of the psychological contract were associated with much lower levels
of work-related stress.
While this section has focused on the role of the psychological contract, it is
important to note that there have been other studies linking HRM and employee
attitudes. There is evidence from both the USA (see, for example, Appelbaum et al.
2000 ; Batt 2002 ) and from the UK (Guest 2002 ; Patterson et al. 1997 ) linking more
extensive experience of HR practices and greater satisfaction, motivation, and
commitment.
In summary, what these studies reveal is that, based on employee reports of their
experiences of ‘high-involvement’ HR practices, an approach recommended by
Gerhart et al. ( 2000 ) to ensure that data is collected on actual practices, there is an
association between greater current experience of these practices and a range of
outcomes associated with employee well-being. SpeciWcally, they are associated
with higher levels of work and life satisfaction and better work–life balance. They
are also associated with greater job security and a better quality of workplace. All of
these outcomes are partially or fully mediated by the measure of the state of the
psychological contract which includes as its central component a measure of
fulWllment of promises by the organization. This measure is also strongly associ-
ated with lower levels of stress at work and serves to moderate the small positive
association between HRM and stress at work. These surveys also show a positive
association between both greater experience of HR practices and a positive state of
the psychological contract and a range of organizationally relevant outcomes such
as greater commitment, motivation, and intention to stay. Since there is also
evidence, elsewhere in the book, that greater use of HR practices is associated
with positive organizational outcomes and some evidence that these are mediated
hrm: towards a new psychological contract? 139