Do high performance work practices promote positive employee attitudes or do they intensify work?

This study explores the independent and synergistic effects of high performance work practices on employee attitudes and well-being, and examines the mediating role of work intensification in these relationships. The study shows that innovative workplace practices produce varying independent effects on employee-level outcomes, and work intensification may explain the intermediary processes underlying some of these effects. The results also show that innovative workplace practices have synergistic properties, and organizations can achieve larger employee-level gains when they adopt an extensive range of innovative workplace practices together in combination.