Abstract:
This study attempts to identify how perceived high performance work systems
can result in negative psychological outcomes, specifically referring to job
burnout, job anxiety, role stress and job insecurity among executives in the
banking industry. Although there is increasing research on how HPWS can
create a competitive advantage for organizations in terms of organization
performance, many unanswered questions remain in this field such as the
influence it has on employees. Hence, the research problem addressed in this
study is to identify whether HPWS result in negative psychological outcomes
among executives in selected licensed commercial in Sri Lanka. As the first
phase of the study, the data were collected from a convenient sample of 150
executives in selected licensed commercial banks in Sri Lanka with a
structured questionnaire, which consisted of 44 question statements in a five
point Likert Scale. Following that, in phase two, 06 interviews were
conducted in order to variates the findings of the survey questionnaire. This
ensures data triangulation of this research. According to the statistical findings
of Pearson’s Product Moment Correlation and Regression Analysis, high
performance work systems are having a strong positive relationship with
employees’ negative psychological outcomes as a collective aspect. However
when taking job burnout, job anxiety, role stress and job insecurity separately,
the relationships are divergent and gives different results. Since high
performance work systems will have a substantiate impact on employees’
negative psychological outcomes as a whole, an organization should more
focused on mitigating such negative psychological aspects holistically, rather
than just taking remedial actions to avoid individual psychological outcomes.
