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Developmental HRM, employee well‐being and performance: The moderating role of developing leadership

Author

Listed:
  • Elise Marescaux

    (LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique)

  • Sophie de Winne
  • Anneleen Forrier

Abstract

Answering the call for more insights in the relationship between human resource management (HRM), employee well‐being and performance, this study examines the link between developmental human resource (HR) practices and employee task performance, and includes both happiness (i.e., affective organizational commitment) and health related (i.e., exhaustion) well‐being as mediators. Based on social exchange theory and cognitive dissonance theory, we also explore the line manager's developing leadership behaviour as a moderator in the relationship between developmental HRM and well‐being. The multi‐source data from 403 employees and 53 line managers show that distinct developmental HR practices influence well‐being and employee performance differently, and suggest that the developing leadership behaviour of line managers influences the way in which developmental HR practices affect employees. Overall, the results underline the need for a configurational perspective on HRM, well‐being and employee performance, taking line managers' behaviour into account as an essential element of the HRM system, next to formal HR practices.

Suggested Citation

  • Elise Marescaux & Sophie de Winne & Anneleen Forrier, 2019. "Developmental HRM, employee well‐being and performance: The moderating role of developing leadership," Post-Print hal-02511137, HAL.
    • Handle: RePEc:hal:journl:hal-02511137
    DOI: 10.1111/emre.12168
    as

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    Cited by:

    1. Carmen Castro-Casal & Guadalupe Vila-Vázquez & Álvaro Pardo-Gayoso, 2019. "Sustaining Affective Commitment and Extra-Role Service among Hospitality Employees: Interactive Effect of Empowerment and Service Training," Sustainability, MDPI, vol. 11(15), pages 1-16, July.
    2. Helena Bulinska-Stangrecka & Anna Bagienska & Yasangi Anuradha Iddagoda, 2021. "The Mediating Role of Social Media in the Relationship between Perceived Leadership Support and Employee Engagement in Banking," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 851-874.
    3. Jie He & Alastair M. Morrison & Hao Zhang, 2019. "Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership," Sustainability, MDPI, vol. 11(16), pages 1-19, August.
    4. João Leitão & Dina Pereira & Ângela Gonçalves, 2021. "Quality of Work Life and Contribution to Productivity: Assessing the Moderator Effects of Burnout Syndrome," IJERPH, MDPI, vol. 18(5), pages 1-20, March.
    5. Said ABUJUDEH, 2019. "The Role Of Human Resource Management In Employees’ Job Satisfaction And Organizational Commitment," SEA - Practical Application of Science, Romanian Foundation for Business Intelligence, Editorial Department, issue 20, pages 137-145, September.
    6. Sabine Kaiser & Astrid M. Richardsen & Monica Martinussen, 2021. "Burnout and Engagement at the Northernmost University in the World," SAGE Open, , vol. 11(3), pages 21582440211, July.
    7. Afriyadi Cahyadi & József Poór & Katalin Szabó, 2022. "Pursuing Consultant Performance: The Roles of Sustainable Leadership Styles, Sustainable Human Resource Management Practices, and Consultant Job Satisfaction," Sustainability, MDPI, vol. 14(7), pages 1-20, March.
    8. Mine Karatas‐Ozkan & Çağla Özgören & Sibel Yamak & Shahnaz Ibrahim & Melike Nur Tunalıoğlu & Ashly Pinnington & Katerina Nicolopoulou & Yehuda Baruch, 2022. "Dual nature of the relationship between corporate social responsibility and human resource management: A blessing or a curse?," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 29(5), pages 1578-1594, September.

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