Containing conflict: a relational approach to the study of high-involvement work practices in the health-care setting

Abstract

This study extends strategic human resource management research by focusing on the effects of high-involvement work practices (HIWPs) on relational outcomes with customers (patients). The authors provide evidence that relational dynamics among employees act as a mediating mechanism for the relationship between workplace practices and these outcomes. In particular, we propose that human resource management practices designed to increase employees' involvement at work reduce the level of organizational conflict among employees, which, in turn, affect employees' conflict with patients and their families. Using a two-wave longitudinal survey of 378 patient care providers at 20 nursing homes, the authors argue that the effect of HIWPs on conflict between nursing home staff and patients and their family members is mediated by task and relationship conflict among employees. The results provide strong support for the mediating role of organizational conflict among employees by documenting that the negative effect of HIWPs on employees' conflict with patients and their families is mediated by the reduced levels of task conflict and relationship conflict among employees. The study's findings shed new light on the relational mechanism through which HR practices affect employees and customers. Scholarly and practical implications are discussed.

Keywords::

• health-care
• high-involvement work practices (HIWPs)
• relationship conflict
• task conflict

Notes

^1. Researchers have identified a set or bundle of HR practices that enhance employee competencies, commitment and empowerment (Becker & Huselid, 1998), and labeled it as HPWSs, high-involvement work system, soft models of HR management or innovative HR practices. As those labels were used quite interchangeably in the literature, we draw some of our arguments on the perspective and findings of HPWSs research.