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

Elise Marescaux, Sophie de Winne and Anneleen Forrier

Post-Print from HAL

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.

Date: 2019-06-14
References: Add references at CitEc
Citations: View citations in EconPapers (9)

Published in European Management Review, 2019, 16 (2), pp.317-331. ⟨10.1111/emre.12168⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02511137

DOI: 10.1111/emre.12168

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD (hal@ccsd.cnrs.fr).