| High Performance Work practices (HPWPs) | Negative effect | Author/s |
| These two authors examined in their study two counteracting perceptions on how HPWPs relate to the emotional exhaustion dimension of burnout. This critical viewpoint anticipated that HPWPs increase the job demands and burnout consequently. Therefore, in organizations that reported that more employees were covered by HPWPs, employees reported higher levels of job demands and this was also associated with more emotional exhaustion. | | |
| This article found that there is more evidence that management practices like HPWPs act as contextual stressors that result in an intensification of job demands. | | |
| states that burnout accompanying HPWPs can lead to the reduction of performance and is considered as one of the most frequent negative consequences. | | |
| It is possible, though, for various practices to reduce organizational performance. This can happen, for example, when a repetitive training is provided for the same employee, when managers are biased in implementing team compensations, and even when workers are given flexible hours and consequently the actual volume of their responsibilities at work is reduced. | | |
| This study revealed that HPWPs have negative consequences such as larger job pressure, decreased quality production, and rise in absenteeism. | | |
| This paper found that HPWPs practices are negatively linked with wellbeing and healthy life. | |