Goldilocks’ Goes People Management: Too Much, Too Little, Or Just Right? A Quantitative Study On The Optimal Level Of People Management For Well-being And Performance In The Dutch Healthcare Sector - Info and Reading Options

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Over the past decades, the role of line managers in determining the effectiveness of HRM has been a key focus for both scholars and practitioners (Kurdi-Nakra et al., 2022; Purcell & Hutchinson, 2007; Trullen et al., 2020). People management—which is a combination of two key elements: (1) the implementation of HR practices by line managers and (2) their supportive leadership behavior (Knies et al., 2020; Purcell & Hutchinson, 2007)—is shown to be positively related to employee and organizational outcomes. However, emerging research also highlights cases where people management, despite being well-intentioned, does not yield beneficial effects (e.g. Van Harten, 2016). These contrasting findings present an interesting avenue for further investigation. This project explores the possibility that the inconsistent effects of people management on employee well-being and performance stem from a nonlinear relationship. Specifically, we draw on the Too-Much-of-a-Good-Thing (TMGT) principle, which posits that high levels of a typically beneficial factor—such as people management—can reach an inflection point (an optimal level) beyond which the positive effects diminish or even turn negative (Pierce & Aguinis, 2013). Some empirical studies support the existence of the TMGT principle (Molines et al., 2020; Yu et al., 2022). However, this field of research remains in its infancy, and there is limited knowledge about the factors that determine the optimal level of people management (Mulder et al., under review). Our project aims to address this gap by investigating the nonlinear relationship between people management and outcomes and the factors under which people management reaches its optimal effectiveness, offering new insights into how managers can balance their efforts to maximize employee and organizational outcomes. One of these explanatory factors we aim to study in this project is the difference between the needed and offered people management support employees perceive. We propose that when employees perceive an ‘overinvestment’ - more support offered than needed – or ‘underinvestment’ - less support offered than needed – the impact of people management could be negative (Buunk et al., 1993; Deelstra et al., 2003).

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