1,482
Views
1
CrossRef citations to date
0
Altmetric
Articles

Employee psychological conditions as mediators of the relationship between human resource management and employee work engagement

ORCID Icon, ORCID Icon & ORCID Icon
Pages 2331-2365 | Received 23 Jun 2020, Accepted 13 May 2022, Published online: 25 May 2022

References

  • Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7–35. https://doi.org/10.1108/JOEPP-08-2014-0042
  • Alfes, K., Truss, C., Soane, E. C., Rees, C., & Gatenby, M. (2009). Creating an engaged workforce. CIPD.
  • Alfes, K., Truss, C., Soane, E. C., Rees, C., & Gatenby, M. (2013). The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human Resource Management, 52(6), 839–859. https://doi.org/10.1002/hrm.21512
  • Andreeva, T., Vanhala, M., Sergeeva, A., Ritala, P., & Kianto, A. (2017). When the fit between HR practices backfires: Exploring the interaction effects between rewards for and appraisal of knowledge behaviours on innovation. Human Resource Management Journal, 27(2), 209–227. https://doi.org/10.1111/1748-8583.12133
  • Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37(3), 670–687.
  • Aybas, M., & Acar, A. C. (2017). The effect of HRM practices on employees’ work engagement and the mediating and moderating role of positive psychological capital. International Review of Management and Marketing, 7(1), 363–372.
  • Bagozzi, R. P., & Edwards, J. R. (1998). A general approach for representing constructs in organizational research. Organizational Research Methods, 1(1), 45–87. https://doi.org/10.1177/109442819800100104
  • Bagozzi, R. P., & Phillips, L. W. (1982). Representing and testing organizational theories: A holistic construal. Administrative Science Quarterly, 27(3), 459–489. https://doi.org/10.2307/2392322
  • Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19(1), 31–53. https://doi.org/10.1111/ijmr.12077
  • Bakker, A. B. (2014). Daily fluctuations in work engagement. European Psychologist, 19(4), 227–236. https://doi.org/10.1027/1016-9040/a000160
  • Bakker, A. B. (2015). Towards a multilevel approach of employee well-being. European Journal of Work and Organizational Psychology, 24(6), 839–843. https://doi.org/10.1080/1359432X.2015.1071423
  • Bakker, A. B., & Albrecht, A. (2018). Work engagement: Current trends. Career Development International, 23(1), 4–11. https://doi.org/10.1108/CDI-11-2017-0207
  • Bakker, A. B., Gierveld, J. H., & Van Rijswijk, K. (2006). Success factors among female school principals in primary teaching: A study on burnout, work engagement, and performance. Diemen The Netherlands: Right Management Consultants, 85(4), 480–492.
  • Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99(2), 274–284. https://doi.org/10.1037/0022-0663.99.2.274
  • Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. [Database] https://doi.org/10.1108/02683940710733115
  • Bal, P. M., Kooij, D. T., & De Jong, S. B. (2013). How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50(4), 545–572. https://doi.org/10.1111/joms.12028
  • Bandalos, D. L., & Finney, S. J. (2001). Item parceling issues in structural equation modeling. In G. A. Marcoulides & R. E. Schumacker (Eds.), Advanced structural equation modeling: New developments and techniques (pp. 269-296). Lawrence Erlbaum Associates.
  • Bandura, A. (1982). Self-efficacy mechanism in human agency. American Psychologist, 37(2), 122–147. https://doi.org/10.1037/0003-066X.37.2.122
  • Bandura, A. (1997). La auto-eficacia: El ejercicio del control. WH Freeman.
  • Bandura, A., Caprara, G. V., Barbaranelli, C., Pastorelli, C., & Regalia, C. (2001). Sociocognitive self-regulatory mechanisms governing transgressive behavior. Journal of Personality and Social Psychology, 80(1), 125–135.
  • Baron, R., & Kenny, D. (1986). The moderator-mediating variable distinction in social-psychological research. Journal of Personality and Social Psychology, 51(6), 1173–1182. https://doi.org/10.1037/0022-3514.51.6.1173
  • Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58(1), 111–135. https://doi.org/10.5465/amj.2013.0227
  • Baumeister, R. F., Tice, D. M., & Vohs, K. D. (2018). The strength model of self-regulation: Conclusions from the second decade of willpower research. Perspectives on Psychological Science, 13(2), 141–145.
  • Becker, B. E., & Huselid, M. A. (2006). Strategic human resource management: Where do we go from here? Journal of Management, 32(6), 898–925. https://doi.org/10.1177/0149206306293668
  • Becker, B. E., & Huselid, M. A. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management, 37, 421–428.
  • Beltrán-Martín, I., Roca-Puig, V., Escrig-Tena, A., & Bou-Llusar, J. C. (2008). Human resource flexibility as a mediating variable between high performance work systems and performance. Journal of Management, 34(5), 1009–1044. https://doi.org/10.1177/0149206308318616
  • Bentler, P. M., & Liang, J. (2003). Two-level mean and covariance structures: Maximum likelihood via an EM algorithm. In S. P. Reise & N. Duan (Eds.), Multilevel modeling: Methodological advances, issues, and applications (pp. 53–70). Lawrence Erlbaum.
  • Binyamin, G., & Carmeli, A. (2010). Does structuring of human resource management processes enhance employee creativity? The mediating role of psychological availability. Human Resource Management, 49(6), 999–1024. https://doi.org/10.1002/hrm.20397
  • Blau, P. M. (1964). Exchange and power in social life. Wiley.
  • Boon, C., & Kalshoven, K. (2014). How high‐commitment HRM relates to engagement and commitment: The moderating role of task proficiency. Human Resource Management, 53(3), 403–420. https://doi.org/10.1002/hrm.21569
  • Borgatti, S. P., & Foster, P. C. (2003). The network paradigm in organizational research: A review and typology. Journal of Management, 29(6), 991–1013. https://doi.org/10.1016/S0149-2063(03)00087-4
  • Bureau van Dijk. (2013). Spanish and Portuguese Company Data, https://www.bvdinfo.com/en-gb
  • Carmeli, A., & Zisu, M. (2009). The relational underpinnings of quality internal auditing in medical clinics in Israel. Social Science & Medicine, 68(5), 894–902. https://doi.org/10.1016/j.socscimed.2008.12.031
  • Chacko, S., & Conway, N. (2019). Employee experiences of HRM through daily affective events and their effects on perceived event‐signalled HRM system strength, expectancy perceptions, and daily work engagement. Human Resource Management Journal, 29(3), 433–450. https://doi.org/10.1111/1748-8583.12236
  • Chadwick, C. (2010). Theoretic insights on the nature of performance synergies in human resource systems: Toward greater precision. Human Resource Management Review, 20(2), 85–101. https://doi.org/10.1016/j.hrmr.2009.06.001
  • Chang, P. C., & Chen, S. J. (2011). Crossing the level of employee’s performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations. The International Journal of Human Resource Management, 22(4), 883–901. https://doi.org/10.1080/09585192.2011.555130
  • Chen, C., Liao, J., & Wen, P. (2014). Why does formal mentoring matter? The mediating role of psychological safety and the moderating role of power distance orientation in the Chinese context. International Journal of Human Resource Management, 25, 1112–1130.
  • Chen, Z., Zhang, X., & Vogel, D. (2011). Exploring the underlying process between conflict and knowledge sharing: A work-engagement perspective. Journal of Applied Social Psychology, 41(5), 1005–1033. https://doi.org/10.1111/j.1559-1816.2011.00745.x
  • Conway, J. M., & Lance, C. E. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25(3), 325–334. https://doi.org/10.1007/s10869-010-9181-6
  • Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. The Journal of Applied Psychology, 95(5), 834–848.
  • Crawford, E. R., Rich, B. L., Buckman, B., & Bergeron, J. (2013). The antecedents and drivers of employee engagement. In Employee engagement in theory and practice (pp. 71–95). Routledge.
  • De Clercq, D., & Rius, I. B. (2007). Organizational commitment in Mexican small and medium-sized firms: The role of work status, organizational climate, and entrepreneurial orientation. Journal of Small Business Management, 45(4), 467–490. https://doi.org/10.1111/j.1540-627X.2007.00223.x
  • Delery, E. J., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802–835.
  • 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. https://doi.org/10.1037/0021-9010.86.3.499
  • Dunegan, K. J., Duchon, D., & Uhl-Bien, M. (1992). Examining the link between leader member exchange and subordinate performance: The role of task analyzability and variety as moderators. Journal of Management, 18(1), 59–76. https://doi.org/10.1177/014920639201800105
  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. https://doi.org/10.1037/0021-9010.71.3.500
  • Fletcher, L. (2019). How can personal development lead to increased engagement? The roles of meaningfulness and perceived line manager relations. The International Journal of Human Resource Management, 30(7), 1203–1226. https://doi.org/10.1080/09585192.2016.1184177
  • Fletcher, L., Bailey, C., & Gilman, M. W. (2018). Fluctuating levels of personal role engagement within the working day: A multilevel study. Human Resource Management Journal, 28(1), 128–147. https://doi.org/10.1111/1748-8583.12168
  • Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A., & Vracheva, V. (2017). Psychological safety: A meta‐analytic review and extension. Personnel Psychology, 70(1), 113–165. https://doi.org/10.1111/peps.12183
  • Ganster, D. C., & Schaubroeck, J. (1991). Work stress and employee health. Journal of Management, 17(2), 235–271. https://doi.org/10.1177/014920639101700202
  • Gardner, T. M., Wright, P. M., & Moynihan, L. M. (2011). The impact of motivation, empowerment, and skill-enhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Personnel Psychology, 64(2), 315–350. https://doi.org/10.1111/j.1744-6570.2011.01212.x
  • Gerhart, B., & Feng, J. (2021). The resource-based view of the firm, human resources, and human capital: Progress and prospects. Journal of Management, 47(7), 1796–1819. https://doi.org/10.1177/0149206320978799
  • Gerrard, B., & Lockett, A. (2018). Team‐specific human capital and performance. British Journal of Management, 29(1), 10–25. https://doi.org/10.1111/1467-8551.12173
  • Gu, Q., Hempel, P. S., & Yu, M. (2020). Tough love and creativity: How authoritarian leadership tempered by benevolence or morality influences employee creativity. British Journal of Management, 31(2), 305–324. https://doi.org/10.1111/1467-8551.12361
  • Guest, D. E. (2014). Employee engagement: A skeptical analysis. Journal of Organizational Effectiveness: People and Performance, 1(2), 141–156. https://doi.org/10.1108/JOEPP-04-2014-0017
  • Guest, D. E. (2017). Human resource management and employee well-being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22–38. https://doi.org/10.1111/1748-8583.12139
  • Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work – Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7
  • Halbesleben, J. R. B. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources and consequences. In A. B. Bakker & M. P. Leiter (Eds.), Work engagement: A handbook of essential theory and research (pp. 102–117). Psychology Press.
  • Hauff, S. (2021). Analytical strategies in HRM systems research: A comparative analysis and some recommendations. The International Journal of Human Resource Management, 32(9), 1923–1952. https://doi.org/10.1080/09585192.2018.1547779
  • Heffernan, M., & Dundon, T. (2016). Cross‐level effects of high‐performance work systems (HPWS) and employee well‐being: The mediating effect of organisational justice. Human Resource Management Journal, 26(2), 211–231. https://doi.org/10.1111/1748-8583.12095
  • Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. The American Psychologist, 44(3), 513–524. https://doi.org/10.1037/0003-066X.44.3.513
  • Huang, X., Iun, J., Liu, A., & Gong, Y. (2010). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates. Journal of Organizational Behavior, 31(1), 122–143. https://doi.org/10.1002/job.636
  • James, L. R., Mulaik, S. A., & Brett, J. M. (2006). A tale of two methods. Organizational Research Methods, 9(2), 233–244. https://doi.org/10.1177/1094428105285144
  • Jiang, K., Lepak, D., Hu, J., & Baer, J. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294. https://doi.org/10.5465/amj.2011.0088
  • Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31(2), 386–408. https://doi.org/10.5465/amr.2006.20208687
  • Johns, G. (2018). Advances in the treatment of context in organizational research. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 21–46. https://doi.org/10.1146/annurev-orgpsych-032117-104406
  • Juhdi, N., Pa’wan, F., & Hansaram, R. M. K. (2013). HR practices and turnover intention: The mediating roles of organizational commitment and organizational engagement in a selected region in Malaysia. The International Journal of Human Resource Management, 24(15), 3002–3019. https://doi.org/10.1080/09585192.2013.763841
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724.
  • Kahn, W. A., & Heaphy, E. D. (2014). Relational contexts of personal engagement at work. In C. Truss, K. Alfes, R. Delbridge, A. Shantz, & E. Soane (Eds.), Employee engagement in theory and practice (pp. 82–96). Routledge.
  • Kelley, H. H., Holmes, J. G., Kerr, N. L., Reis, H. T., Rusbult, C. E., & Van Lange, P. A. (2003). An atlas of interpersonal situations. Cambridge University Press.
  • Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B., & Swart, J. (2005). Satisfaction with HR practices and commitment to the organization: Why one size dos not fit all. Human Resource Management Journal, 15(4), 9–29. https://doi.org/10.1111/j.1748-8583.2005.tb00293.x
  • Klein, K. J., & Kozlowski, S. W. (2000). Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions. Jossey-Bass.
  • Kostopoulous, K. C., Spanos, Y. E., & Prastacos, G. P. (2021). Structure and function of team learning emergence: A multilevel empirical validation. Journal of Management, 39(6), 1430–1461. https://doi.org/10.1177/0149206311419366
  • Koyuncu, M., Burke, R. J., & Fiksenbaum, L. (2006). Work engagement among women managers and professionals in a Turkish bank: Potential antecedents and consequences. Equal Opportunities International, 25(4), 299–310. https://doi.org/10.1108/02610150610706276
  • Krull, J. L., & MacKinnon, D. P. (2001). Multilevel modeling of individual and group level mediated effects. Multivariate Behavioral Research, 36(2), 249–277.
  • Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24(1), 31–48. https://doi.org/10.5465/amr.1999.1580439
  • 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. The Journal of Applied Psychology, 94(2), 371–391.
  • Lind, E. A., & Van den Bos, K. (2002). When fairness works: Toward a general theory of uncertainty management. Research in Organizational Behavior, 24, 181–223. https://doi.org/10.1016/S0191-3085(02)24006-X
  • Little, T. D., Cunningham, W. A., Shahar, G., & Widaman, K. F. (2002). To parcel or not to parcel: Exploring the question, weighting the merits. Structural Equation Modeling: A Multidisciplinary Journal, 9(2), 151–173. https://doi.org/10.1207/S15328007SEM0902_1
  • Ma, Z., Gong, Y., Long, L., & Zhang, Y. (2021). Team-level high-performance work systems, self-efficacy and creativity: Differential moderating roles of person–job fit and goal difficulty. The International Journal of Human Resource Management, 32(2), 478–511. https://doi.org/10.1080/09585192.2020.1854816
  • MacCallum, R. C., Widaman, K. F., Zhang, S., & Hong, S. (1999). Sample size in factor analysis. Psychological Methods, 4(1), 84–99. https://doi.org/10.1037/1082-989X.4.1.84
  • MacKenzie, S. B., Podsakoff, P. M., & Jarvis, C. B. (2005). The problem of measurement model misspecification in behavioral and organizational research and some recommended solutions. The Journal of Applied Psychology, 90(4), 710–730.
  • Martela, F., & Pessi, A. B. (2018). Significant work is about self-realization and broader purpose: Defining the key dimensions of meaningful work. Frontiers in Psychology, 9, 1–15. https://doi.org/10.3389/fpsyg.2018.00363
  • May, D. R., Gilson, R. L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77(1), 11–37. https://doi.org/10.1348/096317904322915892
  • Mazzetti, G., Schaufeli, W. B., & Guglielmi, D. (2016). Are workaholism and work engagement in the eye of the beholder? European Journal of Psychological Assessment, 34(1), 30–40. https://doi.org/10.1027/1015-5759/a000318
  • Meijerink, J., Bos-Nehles, A., & de Leede, J. (2020). How employees’ pro-activity translates high-commitment HRM systems into work engagement: The mediating role of job crafting. The International Journal of Human Resource Management, 31(22), 2893–2918. https://doi.org/10.1080/09585192.2018.1475402
  • Meynhardt, T., Brieger, S. A., & Hermann, C. (2020). Organizational public value and employee life satisfaction: The mediating roles of work engagement and organizational citizenship behavior. The International Journal of Human Resource Management, 31(12), 1560–1593. https://doi.org/10.1080/09585192.2017.1416653
  • Nembhard, I. M., & Edmondson, A. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966. https://doi.org/10.1002/job.413
  • Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001
  • Petrou, P., Demerouti, E., Peeters, M. C., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), 1120–1141. https://doi.org/10.1002/job.1783
  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioural research: A critical review of the literature and recommended remedies. The Journal of Applied Psychology, 88(5), 879–903.
  • Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.
  • Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–582. [Database] https://doi.org/10.1177/014920638601200408
  • Preacher, K. J., Zyphur, M. J., & Zhang, Z. (2010). A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 15(3), 209–233.
  • Rai, A., Ghosh, P., Chauhan, R., & Mehta, N. K. (2017). Influence of job characteristics on engagement: Does support at work act as moderator? International Journal of Sociology and Social Policy, 37(1/2), 86–105. https://doi.org/10.1108/IJSSP-10-2015-0106
  • Rich, L. R., LePine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617–635. https://doi.org/10.5465/amj.2010.51468988
  • Rigotti, T., Schyns, B., & Mohr, G. (2008). A short version of the occupational self-efficacy scale: Structural and construct validity across five countries. Journal of Career Assessment, 16(2), 238–255. https://doi.org/10.1177/1069072707305763
  • Robertson, K. M., O’Reilly, J., & Hannah, D. R. (2020). Finding meaning in relationships: The impact of network ties and structure on the meaningfulness of work. Academy of Management Review, 45(3), 596–619. https://doi.org/10.5465/amr.2015.0242
  • Rosen, C. C., Harris, K. J., & Kacmar, K. M. (2011). LMX, context perceptions, and performance: An uncertainty management perspective. Journal of Management, 37(3), 819–838. https://doi.org/10.1177/0149206310365727
  • Rothmann, S., & Olivier, A. L. (2007). Antecedents of work engagement in a multinational company. SA Journal of Industrial Psychology, 33(3), 49–56.
  • Rothmann, S., & Welsh, C. (2013). Employee engagement: The role of psychological conditions. Management Dynamics: Journal of the Southern African Institute for Management Scientists, 22(1), 14–25.
  • Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. https://doi.org/10.1108/02683940610690169
  • Saks, A. M., & Gruman, J. A. (2018). Human resource management and employee engagement. In P. Sparrow & C. L. Cooper (Eds.), A research agenda for human resource management. Edward Elgar Publishing, Inc (pp. 242–271).
  • Salanova, M., Agut, S., & Peiró, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. The Journal of Applied Psychology, 90(6), 1217–1227.
  • Salanova, M., Llorens, S., Cifre, E., Martínez, I. M., & Schaufeli, W. B. (2003). Perceived collective efficacy, subjective well-being and task performance among electronic work groups: An experimental study. Small Group Research, 34(1), 43–73. https://doi.org/10.1177/1046496402239577
  • Salanova, M., Martínez, I. M., Cifre, E., & Llorens, S. (2009). La salud ocupacional desde la perspectiva psicosocial: Aspectos teóricos y conceptuales. In M.Salanova (Dir.), Psicología de la Salud Ocupacional (pp.27–62), Editorial Síntesis, Madrid.
  • Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
  • Schaufeli, W. B., & Salanova, M. (2007). Work engagement: An emerging psychological concept and its implications for organizations. In S. W. Gilliland, D. D. Steiner, & D. P. Skarlicki (Eds.), Managing social and ethical issues in organizations (pp. 135–177). Information Age Publishing.
  • Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. https://doi.org/10.1023/A:1015630930326
  • Sheel, R. C., & Vohra, N. (2016). Relationship between perceptions of corporate social responsibility and organizational cynicism: The role of employee volunteering. The International Journal of Human Resource Management, 27(13), 1373–1392. https://doi.org/10.1080/09585192.2015.1072102
  • Shuck, B. (2011). Integrative literature review: Four emerging perspectives of employee engagement: An integrative literature review. Human Resource Development Review, 10(3), 304–328. https://doi.org/10.1177/1534484311410840
  • Shuck, B., & Rose, K. (2013). Reframing employee engagement within the context of meaning and purpose: Implications for HRD. Advances in Developing Human Resources, 15(4), 341–355. https://doi.org/10.1177/1523422313503235
  • Singh, B., Winkel, D. E., & Selvarajan, T. T. (2013). Managing diversity at work: Does psychological safety hold the key to racial differences in employee performance? Journal of Occupational and Organizational Psychology, 86(2), 242–263. https://doi.org/10.1111/joop.12015
  • Soane, E., Shantz, A., Alfes, K., Truss, C., Rees, C., & Gatenby, M. (2013). The association of meaningfulness, well-being, and engagement with absenteeism: A moderated mediation model. Human Resource Management, 52(3), 441–456. https://doi.org/10.1002/hrm.21534
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38, 1442–1465.
  • Tett, R. P., & Burnett, D. D. (2003). A personality trait-based interactionist model of job performance. The Journal of Applied Psychology, 88(3), 500–517.
  • Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee engagement, organisational performance and individual well-being: Exploring the evidence, developing the theory. The International Journal of Human Resource Management, 24(14), 2657–2669. https://doi.org/10.1080/09585192.2013.798921
  • Truss, C., Soane, E., Edwards, C., Wisdom, K., Croll, A., & Burnett, J. (2006). Working life: Employee attitudes and engagement. CIPD.
  • Tucker, A. L. (2007). An empirical study of system improvement by frontline employees in hospital units. Manufacturing & Service Operations Management, 9(4), 492–505. https://doi.org/10.1287/msom.1060.0156
  • Van De Voorde, K., Veld, M., & Van Veldhoven, M. (2016). Connecting empowerment‐focused HRM and labour productivity to work engagement: The mediating role of job demands and resources. Human Resource Management Journal, 26(2), 192–210. https://doi.org/10.1111/1748-8583.12099
  • Van Wingerden, J., Bakker, A. B., & Derks, D. (2016). A test of a job demands-resources intervention. Journal of Managerial Psychology, 31(3), 686–701. https://doi.org/10.1108/JMP-03-2014-0086
  • Vandenberg, R. J., Richardson, H. A., & Eastman, L. J. (1999). The impact of high involvement work processes on organizational effectiveness. Group & Organization Management, 24(3), 300–399. https://doi.org/10.1177/1059601199243004
  • Vanhala, M., & Dietz, G. (2019). How trust in one’s employer moderates the relationship between HRM and engagement related performance. International Studies of Management & Organization, 49(1), 23–42. https://doi.org/10.1080/00208825.2019.1565092
  • Veth, K. N., Korzilius, H. P., Van der Heijden, B. I., Emans, B. J., & De Lange, A. H. (2019). Which HRM practices enhance employee outcomes at work across the life-span? The International Journal of Human Resource Management, 30(19), 2777–2808. https://doi.org/10.1080/09585192.2017.1340322
  • Wall, T. D., & Wood, S. J. (2005). The romance of human resource management and business performance, and the case for big science. Human Relations, 58(4), 429–462. https://doi.org/10.1177/0018726705055032
  • Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420–432. https://doi.org/10.5465/amj.2005.17407908
  • Whitener, E. M. (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27(5), 515–535. https://doi.org/10.1016/S0149-2063(01)00106-4
  • Wood, S. (2020). Human resource management–performance research: Is everyone really on the same page on employee involvement? International Journal of Management Reviews, 22(4), 408–426. https://doi.org/10.1111/ijmr.12235
  • Wood, S., & Albanese, M. T. (1995). Can we speak of a high commitment management on the shop floor? Journal of Management Studies, 32(2), 215–247. https://doi.org/10.1111/j.1467-6486.1995.tb00341.x
  • Wood, S., & De Menezes, L. (1998). High commitment management in the UK: Evidence from the workplace industrial relations survey, and employers’ manpower and skills practices survey. Human Relations, 51(4), 485–515. https://doi.org/10.1177/001872679805100403
  • Wood, S., & De Menezes, L. M. (2008). Comparing perspectives on high involvement management and organizational performance across the British economy. International Journal of Human Resource Management, 19, 639–683.
  • Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal of Management, 28(3), 247–276. https://doi.org/10.1177/014920630202800302
  • Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. The Academy of Management Review, 26(2), 179–201. https://doi.org/10.2307/259118
  • Wu, P. C., & Chaturvedi, S. (2009). The role of procedural justice and power distance in the relationship between high performance work systems and employee attitudes: A multilevel perspective. Journal of Management, 35(5), 1228–1247. https://doi.org/10.1177/0149206308331097
  • Youndt, M. A., Snell, S. A., Dean, J. W., Jr., & Lepak, D. P. (1996). Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 39(4), 836–866.
  • Zhang, L., Zhang, Y., Dallas, M., Xu, S., & Hu, J. (2018). How perceived empowerment HR practices influence work engagement in social enterprises – A moderated mediation model. International Journal of Human Resource Management, 29(20), 2971–2999.
  • Zhang, Z., Zyphur, M. J., & Preacher, K. J. (2009). Testing multilevel mediation using hierarchical linear models: Problems and solutions. Organizational Research Methods, 12(4), 695–719. https://doi.org/10.1177/1094428108327450
  • 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. https://doi.org/10.1002/job.2076
  • Zhu, W., Chew, I. K., & Spangler, W. D. (2005). CEO transformational leadership and organizational outcomes: The mediating role of human–capital-enhancing human resource management. The Leadership Quarterly, 16(1), 39–52. https://doi.org/10.1016/j.leaqua.2004.06.001

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.