Uncovering the paradoxical meaning of high‐performance work systems for employees: A (nontraditional) job demands–resources perspective

Abstract Adopting a paradox perspective and drawing on the job demands–resources (JD‐R) model, this study conceptualizes high‐performance work systems (HPWS) as human resources (HR) initiatives that deliver demanding resources , proposing a curvilinear relationship between HPWS and employee engagement. In doing so, it sheds light on the dualities employees face under HPWS, helping to explain inconsistent findings in prior research. The study also explores strategies for managing the demanding nature of HPWS‐related resources, with a particular focus on workplace social support. Findings based on a sample of 24,385 European employees highlight a key contribution from co‐workers but not from supervisors. Overall, the study provides insights into how employees experience HPWS and offers guidance for improving their administration.