Developmental HRM, employee well‐being and ...
Type de document :
Compte-rendu et recension critique d'ouvrage
DOI :
Titre :
Developmental HRM, employee well‐being and performance: The moderating role of developing leadership
Auteur(s) :
Marescaux, Elise [Auteur]
Lille économie management - UMR 9221 [LEM]
de Winne, Sophie [Auteur]
Forrier, Anneleen [Auteur]
Lille économie management - UMR 9221 [LEM]
de Winne, Sophie [Auteur]
Forrier, Anneleen [Auteur]
Titre de la revue :
European Management Review
Pagination :
317-331
Éditeur :
Wiley
Date de publication :
2019-06-14
ISSN :
1740-4754
Discipline(s) HAL :
Sciences de l'Homme et Société/Gestion et management
Résumé en anglais : [en]
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 ...
Lire la suite >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.Lire moins >
Lire la suite >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.Lire moins >
Langue :
Anglais
Vulgarisation :
Non
Collections :
Source :