The effect of participation on employee well-being and organizational performance: a regional and cross-sectorial empirical study

Abstract

People employability, talent and/or motivation can be a source of sustainable competitive advantage; difficult for competitors to imitate (Barney, 1991). Resource Based Value of the firm theory, Human Capital theory or Agency theory are now mainly adopted as a starting point for researchers in SHRM literature (Jiang and Messersmith, 2017). In this vein and considering that participation contributes to involve employees in the strategic challenges of the organization (Purcell and Hutchinson, 2007), Kurtulus and Kruse (2017) argued that for financial participation to be effective, this form of participation must coexist with participation in management. It will therefore be necessary to investigate into the effect produced by the various mechanisms of employee participation in the performance and to know what role well-being plays in this relationship.