Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values
Extant literature has generated limited understanding of whether and how sustainable human resource management (HRM) will lead to better and more sustainable outcomes, such as enhanced employee well‐being and improved employee performance. Moving toward common good values and drawing on the job dema...
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| Published in | Human resource management Vol. 62; no. 3; pp. 331 - 353 |
|---|---|
| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Hoboken, USA
Wiley Periodicals, Inc
01.05.2023
Wiley Periodicals Inc |
| Subjects | |
| Online Access | Get full text |
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| Abstract | Extant literature has generated limited understanding of whether and how sustainable human resource management (HRM) will lead to better and more sustainable outcomes, such as enhanced employee well‐being and improved employee performance. Moving toward common good values and drawing on the job demands‐resources model, this study theorizes and tests the relationships among sustainable HRM practices, employee resilience, work engagement, and employee performance. The empirical results of a multilevel and multisource study in the Chinese context provide supporting evidence for our theoretical model. The findings demonstrate that sustainable HRM practices positively affect employee resilience, and lead to a high level of work engagement among employees. Employee resilience also has an indirect effect on employee performance through work engagement. This study, with its theoretical and practical implications, reveals a serial mediation mechanism through which sustainable HRM practices contribute to both employee well‐being and employee performance. |
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| AbstractList | Extant literature has generated limited understanding of whether and how sustainable human resource management (HRM) will lead to better and more sustainable outcomes, such as enhanced employee well‐being and improved employee performance. Moving toward common good values and drawing on the job demands‐resources model, this study theorizes and tests the relationships among sustainable HRM practices, employee resilience, work engagement, and employee performance. The empirical results of a multilevel and multisource study in the Chinese context provide supporting evidence for our theoretical model. The findings demonstrate that sustainable HRM practices positively affect employee resilience, and lead to a high level of work engagement among employees. Employee resilience also has an indirect effect on employee performance through work engagement. This study, with its theoretical and practical implications, reveals a serial mediation mechanism through which sustainable HRM practices contribute to both employee well‐being and employee performance. |
| Author | Lu, Ying Wang, Yue Zhang, Mingqiong Mike Yang, Miles M. |
| Author_xml | – sequence: 1 givenname: Ying orcidid: 0000-0002-4092-1790 surname: Lu fullname: Lu, Ying email: candy.lu@mq.edu.au organization: Macquarie University – sequence: 2 givenname: Mingqiong Mike orcidid: 0000-0003-2364-6122 surname: Zhang fullname: Zhang, Mingqiong Mike email: mike.zhang@monash.edu organization: Monash University – sequence: 3 givenname: Miles M. orcidid: 0000-0002-0911-6179 surname: Yang fullname: Yang, Miles M. email: miles.yang@mq.edu.au organization: Macquarie University – sequence: 4 givenname: Yue orcidid: 0000-0002-0433-6455 surname: Wang fullname: Wang, Yue organization: Macquarie University |
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| Copyright | 2022 The Authors. published by Wiley Periodicals LLC. 2022. This article is published under http://creativecommons.org/licenses/by-nc/4.0/ (the “License”). Notwithstanding the ProQuest Terms and Conditions, you may use this content in accordance with the terms of the License. |
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| SubjectTerms | common good values Employee involvement employee performance employee resilience employee well‐being Employees Human resource management Job performance job resources Sustainability sustainable HRM practices Well being work engagement |
| Title | Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values |
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