The Impact of High-Performance Work Systems on Employees' Subjective Well-Being: A Study in Chinese Steel Structure Enterprise

Overview & Synopsis

This study delves into the intricate relationship between high-performance work systems (HPWS) and employees’ subjective well-being within the unique context of Chinese steel structure enterprises. Utilizing theoretical frameworks from work psychology, social exchange theory, and the job characteristics model, the study investigates the pivotal role of perceived decent work as a mediator and the potential moderating effect of supervisor support. A comprehensive questionnaire survey involving 447 in-service employees serves as the primary data collection method, with rigorous analysis conducted using SPSS 27.0 and Mplus 7.4. The findings reveal that HPWS exert a positive influence on job satisfaction and job engagement among employees, with perceived decent work acting as a significant mediator in this relationship. However, contrary to expectations, supervisor support does not significantly moderate the relationship between HPWS and perceived decent work. These insights provide practical implications for Chinese steel structure enterprises, emphasizing the importance of implementing effective HPWS to enhance employees’ subjective well-being. The study underscores the critical role of decent work in fostering job satisfaction and engagement, ultimately contributing to the overall performance and long-term sustainability of the organization. Keywords: High-Performance Work Systems, Subjective Well-Being, Decent Work, Work Psychology Theory, Supervisor Suppor, Steel Structure Enterprises.