The dark side of good intentions: exploring the ‘too much of a good thing’ hypothesis of people management in a multilevel qualitative study

People management - the combination of line managers’ HRM implementation and their supportive leadership behaviors - positively influences employee outcomes, for instance OCB and commitment (Knies & Leisink, 2014). However, it is suggested, yet not examined in-depth before, that people management may have a ‘dark side’: well-intended people management could have negative effects on employee wellbeing and performance. For instance, Jensen, Patel and
Messersmith (2011) found a positive relationship between people management’s first aspect (implementation of HPWS) and anxiety and role overload. This study aims to examine how and why well-intended people management can be perceived as ‘too much of a good thing’ by line managers and employees.
We gather multilevel qualitative data using the Critical Incident Technique (CIT) (Flanagan, 1953) in interviews with 20 line managers and 20 employees in Dutch hospitals. (data collection scheduled for fall 2023)
Results are not available yet but will be presented at the WAOP-conference.
First, this study builds on the existing ‘dark side’ HRM and leadership literature. While previous research has mainly focused on the linear relationships between people management and outcomes, we propose that the dark side of people management can occur if it is perceived as ‘too much of a good thing’ (non-linear), meaning, “ordinarily beneficial antecedents causing harm when taken too far” (Pierce & Aguinis, 2013, p. 314). Second, no studies have thoroughly
examined this phenomenon using a qualitative approach. This study fills this gap and explores the potential mechanisms explaining how and why the ‘too much of a good thing’ effect occurs.
Lastly, we study this phenomenon in a relevant empirical context, namely the Dutch hospital sector that has to deal with an increasing pressure on line managers to effectively and efficiently manage teams (IZA, 2022). This also enables us to embed the results in a context and enhance practical relevance.