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The challenge of increasing employees' well‐being and performance: How human resource management practices and engaging leadership work together toward reaching this goal

Year: 2020

Type: article

Abstract: Despite continuing interest in employees' well‐being, there are still large gaps in our understanding of the mediating role this concept plays in the human resource management (HRM)–performance relationship. In addition, more insights as to how HRM is implemented by leaders are required, as studies largely center either on leadership or on HRM, with little research addressing how HRM and leadership jointly determine employees' well‐being and performance. This study examines the link between well‐being‐oriented human resource management (WBHRM) and performance in a sample of very large organizations, based on the job demands–resource model and social exchange theory. In addition, we explore the moderating role of middle managers' leadership in the relationship between WBHRM and employees' well‐being. The results reveal that engaging leadership behavior fosters genuine implementation of WBHRM and has a direct impact on employees' performance.

Source: Human Resource Management

DOI: 10.1002/hrm.22021

Authors: Andrés Salas‐Vallina, Joaquín Alegre, Álvaro López‐Cabrales

Institutions: Universitat de València, Universidad Pablo de Olavide

Language: English

Topic: Job Satisfaction and Organizational Behavior

Subfield: Organizational Behavior and Human Resource Management

Field: Business, Management and Accounting

Domain: Social Sciences

SDG: Decent work and economic growth

Open Access status: green

Funder: Generalitat Valenciana