References
- Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Thousand Oaks, CA: Sage.
- Aryee, S., Walumbwa, F. O., Seidu, E. Y., & Otaye, L. E. (2012). Impact of high-performance work systems on individual-and branch-level performance: Test of a multilevel model of intermediate linkages. Journal of Applied Psychology, 97(2), 287–300. doi:https://doi.org/10.1037/a0025739
- Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. doi:https://doi.org/10.1108/02683940710733115
- Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD-R approach. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 389–411. doi:https://doi.org/10.1146/annurev-orgpsych-031413-091235
- Bartram, T., Casimir, G., Djurkovic, N., Leggat, S. G., & Stanton, P. (2012). Do perceived high performance work systems influence the relationship between emotional labour, burnout and intention to leave? A study of Australian nurses. Journal of Advanced Nursing, 68(7), 1567–1578. doi:https://doi.org/10.1111/j.1365-2648.2012.05968.x
- Bartram, T., & Dowling, P. J. (2013). An international perspective on human resource management and performance in the health care sector: Toward a research agenda. International Journal of Human Resource Management, 24(16), 3031–3037. doi:https://doi.org/10.1080/09585192.2013.775024
- Beattie, L., & Griffin, B. (2014). Day-level fluctuations in stress and engagement in response to workplace incivility: A diary study. Work & Stress, 28(2), 124–142. doi:https://doi.org/10.1080/02678373.2014.898712
- Boswell, W. R., Olson-Buchanan, J. B., & LePine, M. A. (2004). Relations between stress and work outcomes: The role of felt challenge, job control, and psychological strain. Journal of Vocational Behavior, 64(1), 165–181. doi:https://doi.org/10.1016/S0001-8791(03)00049-6
- Bouville, G., & Alis, D. (2014). The effects of lean organizational practices on employees’ attitudes and workers’ health: Evidence from France. International Journal of Human Resource Management, 25(21), 3016–3037. doi:https://doi.org/10.1080/09585192.2014.951950
- Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. doi:https://doi.org/10.5465/amr.2004.12736076
- Boxall, P. (2012). High-performance work systems: What, why, how and for whom?. Asia Pacific Journal of Human Resources, 50(2), 169–186. doi:https://doi.org/10.1111/j.1744-7941.2011.00012.x
- Breevaart, K., & Bakker, A. B. (2018). Daily job demands and employee work engagement: The role of daily transformational leadership behavior. Journal of Occupational Health Psychology, 23(3), 338–349. doi:https://doi.org/10.1037/ocp0000082
- Brewster, C., Gollan, P. G., & Wright, P. M. (2013). Guest editors’ note: Human resource management and the line. Human Resource Management, 52(6), 829–838. doi:https://doi.org/10.1002/hrm.21594
- Buengeler, C., Leroy, H., & Stobbeleir, K. D. (2018). How leaders shape the impact of HR’s diversity practices on employee inclusion. Human Resource Management Review, 28(3), 289–303. doi:https://doi.org/10.1016/j.hrmr.2018.02.005
- Burns, R., & Liu, G. G. (2016). China’s healthcare system and reform. Cambridge, UK: Cambridge University Press.
- Chang, C.-H., Ferris, D. L., Johnson, R. E., Rosen, C. C., & Tan, J. A. (2012). Core self-evaluations: A review and evaluation of the literature. Journal of Management, 38(1), 81–128. doi:https://doi.org/10.1177/0149206311419661
- Chiang, Y.-H., Hsu, C.-C., & Shih, H.-A. (2015). Experienced high performance work system, extroversion personality, and creativity performance. Asia Pacific Journal of Management, 32(2), 531–549. doi:https://doi.org/10.1007/s10490-014-9403-y
- Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501–528. doi:https://doi.org/10.1111/j.1744-6570.2006.00045.x
- Conway, E., Fu, N., Monks, K., Alfes, K., & Bailey, C. (2016). Demands or resources? The relationship between HR practices, employee engagement, and emotional exhaustion within a hybrid model of employment relations. Human Resource Management, 55(5), 901–917. doi:https://doi.org/10.1002/hrm.21691
- Cooke, F. L., & Bartram, T. (2015). Guest editors’ introduction: Human resource management in health care and elderly care: Current challenges and toward a research agenda. Human Resource Management, 54(5), 711–735. doi:https://doi.org/10.1002/hrm.21742
- Cooke, F. L., & Zhan, C. Y. (2013). Between market and bureaucracy: Public healthcare reforms in China and nurses’ terms and conditions. International Journal of Human Resource Management, 24(16), 3178–3195. doi:https://doi.org/10.1080/09585192.2013.775034
- Darr, W., & Johns, G. (2008). Work strain, health, and absenteeism: A meta-analysis. Journal of Occupational Health Psychology, 13(4), 293–318. doi:https://doi.org/10.1037/a0012639
- Day, A., Hartling, N., & Mackie, B. (2015). The psychologically healthy workplace: Fostering employee well-being & healthy businesses. In P. Perrewe & J. Meurs (Eds.), Stress and quality of working life (pp. 199–217). Charlotte, NC: Information Age Publishing.
- Debusscher, J., Hofmans, J., & De Fruyt, F. (2017). Core self-evaluations as a moderator of the relationship between task complexity, job resources, and performance. European Journal of Work and Organizational Psychology, 26(3), 411–420. doi:https://doi.org/10.1080/1359432X.2016.1277706
- Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. doi:https://doi.org/10.1037//0021-9010.86.3.499
- Dicke, T., Stebner, F., Linninger, C., Kunter, M., & Leutner, D. (2018). A longitudinal study of teachers’ occupational well-being: Applying the job demands-resources model. Journal of Occupational Health Psychology, 23(2), 262–277. doi:https://doi.org/10.1037/ocp0000070
- Drach-Zahavy, A. (2010). How does service workers' behavior affect their health? Service climate as a moderator in the service behavior-health relationships. Journal of Occupational Health Psychology, 15(2), 105–119. doi:https://doi.org/10.1037/a0018573
- Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personnel Psychology, 57(1), 61–94. doi:https://doi.org/10.1111/j.1744-6570.2004.tb02484.x
- Ehrnrooth, M., & Björkman, I. (2012). An integrative HRM process theorization: Beyond signaling effects and mutual gains. Journal of Management Studies, 49(6), 1109–1135. doi:https://doi.org/10.1111/j.1467-6486.2012.01055.x
- Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant Leadership: A systematic review and call for future research. Leadership Quarterly, 30(1), 111–132. doi:https://doi.org/10.1016/j.leaqua.2018.07.004
- Fan, D., Cui, L., Zhang, M. M., Zhu, C. J., Härtel, C. E. J., & Nyland, C. (2014). Influence of high performance work systems on employee subjective well-being and job burnout: Empirical evidence from the Chinese healthcare sector. International Journal of Human Resource Management, 25(7), 931–950. doi:https://doi.org/10.1080/09585192.2014.876740
- Greenleaf, R. K. (1970). The servant leader as leader. Newton Centre, MA: The Robert K. Greenleaf Center.
- Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22–38. doi:https://doi.org/10.1111/1748-8583.12139
- Hayes, A. F. (2016). The PROCESS macro for SPSS and SAS. Retrieved from http://processmacro.org/index.html.
- Hochwarter, W. A., Witt, L. A., Treadway, D. C., & Ferris, G. R. (2006). The interaction of social skill and organizational support on job performance. Journal of Applied Psychology, 91(2), 482–489. doi:https://doi.org/10.1037/0021-9010.91.2.482
- Hong, Y., Jiang, Y., Liao, H., & Sturman, M. C. (2017). High performance work systems for service quality: Boundary conditions and influence processes. Human Resource Management, 56(5), 747–767. doi:https://doi.org/10.1002/hrm.21801
- Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699–1724. doi:https://doi.org/10.1177/0149206311419663
- Jensen, J. M., & Van De Voorde, F. C. (2016). High performance at the expense of employee health? Reconciling the dark side of high performance work systems. In N. M. Ashkanasy, R. J. Bennet, & M. Martinko (Eds.), Understanding the high performance workplace: The line between motivation and abuse (pp. 63–84). New York, NY: Routledge.
- Jiang, K., Chuang, C.-H., & Chiao, Y.-C. (2015). Developing collective customer knowledge and service climate: The interaction between service-oriented high-performance work systems and service leadership. Journal of Applied Psychology, 100(4), 1089–1106. doi:https://doi.org/10.1037/apl0000005
- Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. doi:https://doi.org/10.5465/amj.2011.0088
- Judge, T. A., Erez, A., & Bono, J. E. (1998). The power of being positive: The relation between positive self-concept and job performance. Human Performance, 11(2-3), 167–187. doi:https://doi.org/10.1080/08959285.1998.9668030
- Judge, T. A., Erez, A., Bono, J. E., & Thoresen, C. J. (2003). The core self-evaluations scale: Development of a measure. Personnel Psychology, 56(2), 303–331. doi:https://doi.org/10.1111/j.1744-6570.2003.tb00152.x
- Judge, T. A., & Kammeyer-Mueller, J. D. (2011). Implications of core self-evaluations for a changing organizational context. Human Resource Management Review, 21(4), 331–341. doi:https://doi.org/10.1016/j.hrmr.2010.10.003
- Judge, T., & Zapata, C. (2015). The person-situation debate revisited: Effect of situation strength and trait activation on the validity of the big five personality traits in predicting job performance. Academy of Management Journal, 58(4), 1149–1179. doi:https://doi.org/10.5465/amj.2010.0837
- Kacmar, K. M., Collins, B. J., Harris, K. J., & Judge, T. A. (2009). Core self-evaluations and job performance: The role of the perceived work environment. The Journal of Applied Psychology, 94(6), 1572–1580. doi:https://doi.org/10.1037/a0017498
- Kalshoven, K., & Boon, C. T. (2012). Ethical leadership, employee well-being, and helping. Journal of Personnel Psychology, 11(1), 60–68. doi:https://doi.org/10.1027/1866-5888/a000056
- Kamdar, D., & Van Dyne, L. (2007). The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance. Journal of Applied Psychology, 92(5), 1286–1298. doi:https://doi.org/10.1037/0021-9010.92.5.1286
- Kammeyer-Mueller, J. D., Judge, T. A., & Scott, B. A. (2009). The role of core self-evaluations in the coping process. The Journal of Applied Psychology, 94(1), 177–195. doi:https://doi.org/10.1037/a0013214
- Karasek, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 79(2), 285–308. doi:https://doi.org/10.2307/2392498
- Kermond, C. M. Y., Liao, C., & Wang, J. (2015). An oxymoron? High status servant leaders: A job resource model of servant leadership. Paper presented at the annual conference of the Academy of Management, Vancouver.
- Kilroy, S., Flood, P. C., Bosak, J., & Chênevert, D. (2016). Perceptions of high involvement work practices and burnout: The mediating role of job demands. Human Resource Management Journal, 26(4), 408–424. doi:https://doi.org/10.1111/1748-8583.12112
- Kilroy, S., Flood, P. C., Bosak, J., & Chênevert, D. (2017). Perceptions of high‐involvement work practices, person‐organization fit, and burnout: A time‐lagged study of health care employees. Human Resource Management, 56(5), 821–835. doi:https://doi.org/10.1002/hrm.21803
- Kim, T.-Y., Liden, R. C., Kim, S.-P., & Lee, D.-R. (2015). The interplay between follower core self-evaluation and transformational leadership: Effects on employee outcomes. Journal of Business and Psychology, 30(2), 345–355. doi:https://doi.org/10.1007/s10869-014-9364-7
- Kowalski, T. H. P., & Loretto, W. (2017). Well-being and HRM in the changing workplace. International Journal of Human Resource Management, 28(16), 2229–2255. doi:https://doi.org/10.1080/09585192.2017.1345205
- Kroon, B., Van De Voorde, K., & Van Veldhoven, M. (2009). Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared. Personnel Review, 38(5), 509–525. doi:https://doi.org/10.1108/00483480910978027
- Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal, and coping. New York, NY: Springer.
- Lee, G. J. (2015). Training match and mismatch as a driver of key employee behaviours. Human Resource Management Journal, 25(4), 478–495. doi:https://doi.org/10.1111/1748-8583.12069
- Leijten, F. R. M. V., Van Den Heuvel, S. G., Van Der Beek, A. J., Ybema, J. F., Robroek, S. J. W., & Burdorf, A. (2015). Associations of work-related factors and work engagement with mental and physical health: A 1-year follow-up study among older workers. Journal of Occupational Rehabilitation, 25(1), 86–95. doi:https://doi.org/10.1007/s10926-014-9525-6
- Leroy, H., Segers, J., Van Dierendonck, D., & Den Hartog, D. (2018). Managing people in organizations: Integrating the study of HRM and leadership. Human Resource Management Review, 28(3), 249–257. doi:https://doi.org/10.1016/j.hrmr.2018.02.002
- Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94(2), 371–391. doi:https://doi.org/10.1037/a0013504
- Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434–1452. doi:https://doi.org/10.5465/amj.2013.0034
- Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J., & Liao, C. (2015). Servant leadership: Validation of a short form of the SL-28. Leadership Quarterly, 26(2), 254–269. doi:https://doi.org/10.1016/j.leaqua.2014.12.002
- Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. Leadership Quarterly, 19(2), 161–177. doi:https://doi.org/10.1016/j.leaqua.2008.01.006
- Lim, S., & Tai, K. (2014). Family incivility and job performance: A moderated mediation model of psychological distress and core self-evaluation. Journal of Applied Psychology, 99(2), 351–359. doi:https://doi.org/10.1037/a0034486
- Liu, G. G., Vortherms, S. A., & Hong, X. (2017). China's Health Reform Update. Annual Review of Public Health, 38, 431–448. doi:https://doi.org/10.1146/annurev-publhealth-031816-044247
- Macky, K., & Boxall, P. (2008). High‐involvement work processes, work intensification and employee well‐being: A study of New Zealand worker experiences. Asia Pacific Journal of Human Resources, 46(1), 38–55. doi:https://doi.org/10.1177/1038411107086542.
- Mäkikangas, A., & Kinnunen, U. (2003). Psychosocial work stressors and well-being: Self-esteem and optimism as moderators in a one-year longitudinal sample. Personality and Individual Differences, 35(3), 537–557. doi:https://doi.org/10.1016/S0191-8869(02)00217-9
- Marler, L. E., & Fuller, J. B. (2016). The emergence of dark riders in high performance work systems. In N. M. Ashkanasy, R. J. Bennet, & M. Martinko (Eds.), Understanding the high performance workplace: The line between motivation and abuse (pp. 207–230). New York, NY: Routledge.
- Maslach, C., Jackson, S. E., & Leiter, M. P. (1996). Maslach burnout inventory manual (3rd ed.). Palo Alto, CA: Consulting Psychologists Press.
- Mauno, S., Mäkikangas, A., & Kinnunen, U. (2016). A longitudinal person-centred approach to the job demands-control model. European Journal of Work and Organizational Psychology, 25(6), 914–927. doi:https://doi.org/10.1080/1359432X.2016.1187135
- Nishii, L. H., & Paluch, R. M. (2018). Leaders as HR sense givers: Four HR implementation behaviors that create strong HR systems. Human Resource Management Review, 28(3), 319–323. doi:https://doi.org/10.1016/j.hrmr.2018.02.007
- Nishii, L. H., & Wright, P. M. (2008). Variability within organizations: Implications for strategic human resources management. In D. B. Smith (Ed.), The people make the place: Dynamic linkages between individuals and organizations (pp. 225–248). Mahwah, NJ: Erlbaum.
- Nohe, C., Meier, L. L., Sonntag, K., & Michel, A. (2015). The chicken or the egg? A meta-analysis of panel studies of the relationship between work-family conflict and strain. Journal of Applied Psychology, 100(2), 522–536. doi:https://doi.org/10.1037/a0038012
- Ogbonnaya, C., Daniels, K., Connolly, S., & Van Veldhoven, M. (2017). Integrated and isolated impact of high-performance work practices on employee health and well-being: A comparative study. Journal of Occupational Health Psychology, 22(1), 98–114. doi:https://doi.org/10.1037/ocp0000027
- Ogbonnaya, C., & Messersmith, J. (in press). Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? Human Resource Management Journal. doi:https://doi.org/10.1111/1748-8583.12203
- Oppenauer, V., & Van De Voorde, K. (2018). Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: A multi-level study. International Journal of Human Resource Management, 29(2), 311–337. doi:https://doi.org/10.1080/09585192.2016.1146321
- Panaccio, A., Donia, M., Saint-Michel, S., & Liden, R. C. (2015). Servant leadership and well-being. In R. J. Burke, C. L. Cooper, & K. M. Page (Eds.), Flourishing in life, work, and careers: New horizons in management. (pp. 334–358). Cheltenham, UK: Edward Elgar Publishing.
- Peccei, R., Van De Voorde, K., & Van Veldhoven, M. (2013). HRM, well-being and performance: A theoretical and empirical review. In D. Guest, J. Paauwe, & P. M. Wright (Eds.), HRM and performance: Achievements and challenges (pp. 15–46). Chichester, UK: Wiley.
- Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. doi:https://doi.org/10.1037/0021-9010.88.5.879
- Preacher, K. J., Curran, P. J., & Bauer, D. J. (2006). Computational tools for probing interactions in multiple linear regression, multilevel modeling, and latent curve analysis. Journal of Educational and Behavioral Statistics, 31(4), 437–448. doi:https://doi.org/10.3102/10769986031004437
- Preacher, K. J., Rucker, D. D., & Hayes, A. F. (2007). Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42(1), 185–227. doi:https://doi.org/10.1080/00273170701341316
- Rahim, M. A. (1997). Relationships of stress, locus of control, and social support to psychiatric symptoms and propensity to leave a job: A field study with managers. Journal of Business and Psychology, 12(2), 159–174. doi:https://doi.org/10.1023/A:1025018101302
- Ramsay, H., Scholarios, D., & Harley, B. (2000). Employees and high‐performance work systems: Testing inside the black box. British Journal of Industrial Relations, 38(4), 501–531. doi:https://doi.org/10.1111/1467-8543.00178
- Rivkin, W., Diestel, S., & Schmidt, K.-H. (2014). The positive relationship between servant leadership and employees’ psychological health: A multi-method approach. German Journal of Research in Human Resource Management, 28(1-2), 52–72. doi:https://doi.org/10.1177/239700221402800104
- Schaufeli, W. B., & Taris, T. W. (2014). A critical review of the job demands-resources model: Implications for improving work and health. In G. Bauer & O. Ha¨mmig (Eds.), Bridging occupational, organizational and public health (pp. 43–68). Dordrecht, the Netherlands: Springer.
- Schaufeli, W. B., & Taris, T. W. (2016). The job demands-resources model. In S. Clarke, T. M. Probst, F. W. Guldenmund, & J. Passmore (Eds.). The Wiley Blackwell handbook of the psychology of occupational safety and workplace health (pp. 157–180). Chichester, UK: Wiley.
- Shantz, A., Alfes, K., & Arevshatian, L. (2016). HRM in healthcare: The role of work engagement. Personnel Review, 45(2), 274–295. doi:https://doi.org/10.1108/PR-09-2014-0203
- Sikora, D. M., & Ferris, G. R. (2014). Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24(3), 271–281. doi:https://doi.org/10.1016/j.hrmr.2014.03.008
- Tett, R. P., & Burnett, D. D. (2003). A personality trait-based interactionist model of job performance. Journal of Applied Psychology, 88(3), 500–517. doi:https://doi.org/10.1037/0021-9010.88.3.500
- Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes. Human Resource Management Journal, 25(1), 62–78. doi:https://doi.org/10.1111/1748-8583.12062
- Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012). Employee well‐being and the HRM-organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391–407. doi:https://doi.org/10.1111/j.1468-2370.2011.00322.x
- Van Den Broeck, A., Van Ruysseveldt, J., Smulders, P., & De Witte, H. (2011). Does an intrinsic work value orientation strengthen the impact of job resources? A perspective from the job demands-resources model. European Journal of Work and Organizational Psychology, 20(5), 581–609. doi:https://doi.org/10.1080/13594321003669053
- Van Doorn, R. R. A., & Hülsheger, U. R. (2015). What makes employees resilient to job demands? The role of core self-evaluations in the relationship between job demands and strain reactions. European Journal of Work and Organizational Psychology, 24(1), 76–87. doi:https://doi.org/10.1080/1359432X.2013.858700
- Veld, M., & Alfes, K. (2017). HRM, climate and employee well-being: Comparing an optimistic and critical perspective. International Journal of Human Resource Management, 28(16), 2299–2318. doi:https://doi.org/10.1080/09585192.2017.1314313
- Wang, Z., Xu, H., & Liu, Y. (2018). Servant leadership as a driver of employee service performance: Test of a trickle-down model and its boundary conditions. Human Relations, 71(9), 1179–1203. doi:https://doi.org/10.1177/0018726717738320
- Ware, J. E., Kosinski, M., & Keller, S. D. (1996). A 12-item short-form health survey: Construction of scales and preliminary tests of reliability and validity. Medical Care, 34(3), 220–233. doi:https://doi.org/10.2307/3766749
- Williams, L. J., Cote, J. A., & Buckley, M. R. (1989). Lack of method variance in self-reported affect and perceptions at work: Reality or artifact?. Journal of Applied Psychology, 74(3), 462–468. doi:https://doi.org/10.1037/0021-9010.74.3.462
- Wright, P. M., & Ulrich, M. D. (2017). A road well traveled: The past, present, and future journey of strategic human resource management. Annual Review of Organizational Psychology and Organizational Behavior, 4(1), 45–65. doi:https://doi.org/10.1146/annurev-orgpsych-032516-113052
- Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2007). The role of personal resources in the job demands-resources model. International Journal of Stress Management, 14(2), 121–141. doi:https://doi.org/10.1037/1072-5245.14.2.121
- Zhang, M., Zhu, C. J., Dowling, P. J., & Bartram, T. (2013). Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees. International Journal of Human Resource Management, 24(16), 3196–3212. doi:https://doi.org/10.1080/09585192.2013.775026
- Zhong, L., Wayne, S. J., & Liden, R. C. (2016). Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐level investigation. Journal of Organizational Behavior, 37(6), 823–844. doi:https://doi.org/10.1002/job.2076