ABSTRACT
Unlike the private sector, the public sector requires more evidence to justify how well-being initiatives contribute to employee motivation and performance. Does well-being in both sectors mean the same thing? Businesses seek employee well-being as a vehicle to their sustained competitive advantage and achievement of performance. Most literature in the evaluation of human resource management (HRM) practices shows the application of two fit theories, ‘fit with best practice’ and ‘fit with contingency’. Empirical research and conceptualisation of a relevant model to standardise, measure, and to better understand the relationships between employee’s reaction to high commitment HRM practices, the quality of working life and well-being at work is still under studied. Hence, this chapter as part of a larger scale study presents employees’ perceptions and evaluation of high-commitment HRM practices that they are subjected to and is espoused to promote employee commitment, motivation, performance and consequently well-being. These antecedents and consequences are discussed in the context of new public management.
