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Linking Human Resource Practice with Work Happiness Through Employee Resilience: Evidence from Pakistan

Author

Listed:
  • Muhammad Ali

    (Assistant Professor, Institute of Business Administration, University of the Punjab, Lahore, Punjab, Pakistan.)

  • Muhammad Usman Ghani

    (MPhil Scholar, Department of Management Sciences, Institute of Management Sciences, Lahore, Punjab, Pakistan.)

  • Basharat Raza

    (Lecturer, Department of Business Administration,National College of Business Administration and Economics, Lahore, Punjab, Pakistan.)

Abstract

It is very important for the organization to keep its intellectual resources updated and ready for uncertain situations. This study aimed to explore the direct association between HR practices i.e. (job design, information flow, employee development, and employee benefits) and work happiness, and mediating role of employee resilience as well. The data were collected from 315 employees through self-administered questionnaires working in public and private sector banks of Lahore, Pakistan. The structural equation modeling analysis was employed for hypotheses testing. The result showed that HR Practices i.e. (job design, information flow, employee development, and employees benefits) were positively directly related to work happiness. HR practices also had indirect effect on work happiness through employee resilience. This study provided initial empirical evidence regarding the intervening effect of employee resilience among the association of HR practices and work happiness. The studys future directions and limitations are debated, further industry implications are also discussed.

Suggested Citation

  • Muhammad Ali & Muhammad Usman Ghani & Basharat Raza, 2019. "Linking Human Resource Practice with Work Happiness Through Employee Resilience: Evidence from Pakistan," Global Regional Review, Humanity Only, vol. 4(3), pages 82-91, September.
    • Handle: RePEc:aaw:grrjrn:v:4:y:2019:i:3:p:82-91
    DOI: 10.31703/grr.2019(IV-III).10
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    References listed on IDEAS

    as
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    3. Martin Hoegl & Hans Georg Gemuenden, 2001. "Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence," Organization Science, INFORMS, vol. 12(4), pages 435-449, August.
    4. Basharat Raza & Muhammad Ali & Khalida Naseem & Abdul Moeed & Jamil Ahmed & Muhammad Hamid, 2018. "Impact of trait mindfulness on job satisfaction and turnover intentions: Mediating role of work–family balance and moderating role of work–family conflict," Cogent Business & Management, Taylor & Francis Journals, vol. 5(1), pages 1542943-154, January.
    5. David Bowles & Cary Cooper, 2012. "The High Engagement Work Culture," Palgrave Macmillan Books, Palgrave Macmillan, number 978-1-137-02807-5, July.
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    Cited by:

    1. Muhammad Ali & Basharat Raza & Wasif Ali & Nazish Imtaiz, 2020. "Linking Managerial Coaching with Employees’ Innovative Work Behaviors through Affective Supervisory Commitment: Evidence from Pakistan," International Review of Management and Marketing, Econjournals, vol. 10(4), pages 11-16.

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    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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