, 1, 2
9672 
9808To improve employee well-being is not only one of the important goals of corporate ethical responsibilities, but also one of the important sources for an organization to gain competitive advantage. Therefore, human resource management system aiming at enhancing employee work-related well-being, has gradually become a tendency for many corporations. Supportive human resource management (SHRM) embodying the concern of organizations for their employees’ contribution and well-being corresponds naturally to well-being-oriented human resource management. With the understanding of well-being from trait theory to constructivism, many scholars have made theoretical interpretation and empirical research on the antecedents of workplace well-being, according to Warr’s （1987） vitamin model, Bakker and Demerouti’s （2007） JD-R model and Walton’s （1974） quality of work-life model. Although some scholars agree that SHRM has a positive impact on employees’ work-related well-being, it still needs to reveal how SHRM affects employees’ well-being in the workplace. In terms of research method, the pairing method is used to collect data from different sources. Each corporation is issued six questionnaires, one of which (including SHRM practices and organizational ownership climate) is assessed by HR directors and five (including individual’s work-related well-being, self-efficacy and organizational identification) are assessed by employees. Collective work-related well-being is aggregated by individual work-related well-being in the same corporation. Based on a sample of 347 employees from 71 companies, it reveals how SHRM exerts different influences on collective and individual work-related well-being respectively by using multi-level linear model. It arrives at the findings as follows: SHRM has a positive impact on individual and collective well-being in the workplace. Employee’s organizational identification and self-efficacy fully mediate the positive relationship between SHRM and individual work-related well-being. Meanwhile, SHRM has a positive impact on collective work-related well-being, but no impact on individual work-related well-being through the part mediation role of organizational ownership climate. It has practical implications. In order to maintain the rise in collective work-related well-being, managers should implement SHRM to create organizational ownership climate as well as to provide real tangible gains. SHRM can promote individual work-related well-being only through being transformed into an employee’s sense of gains. These implications can broaden the thinking of human resource management aiming to enhance employees’ work-related well-being, but also provide a theoretical basis for those corporations to create happy organizations. So it makes main contributions: firstly, three mediating variables (i.e., organizational ownership climate, organizational identification and self-efficacy) are proposed to clarify the impact mechanism of SHRM on work-related well-being based on the organic integration theory; secondly, it deepens the understanding of work-related well-being by comparing the impact mechanisms of SHRM on collective and individual well-being in the workplace. At last, it also points out the limitations. Firstly, the use of cross-sectional data may result in a limited persuasiveness of these conclusions. Secondly, it may restrict the guiding value of our findings to set SHRM as a whole variable because it has not revealed how various SHRM practices and their internal matches affect work-related well-being.
/ Journals / Foreign Economics & Management
Foreign Economics & Management
LiZengquan, Editor-in-Chief
ZhengChunrong, Vice Executive Editor-in-Chief
YinHuifang HeXiaogang LiuJianguo, Vice Editor-in-Chief
Supportive Human Resource Management and Employee Work-related Well-being: An Empirical Study Based on Mediating Mechanism
Foreign Economics & Management Vol. 40, Issue 01, pp. 79 - 92 (2018) DOI:10.16538/j.cnki.fem.2018.01.006
Summary
References
Summary
[1] Albrecht S L. The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance: Test of a model[J]. International Journal of Manpower, 2012, 33(7): 840-853.
[2] Alfes K, Shantz A, Truss C. The link between perceived HRM practices, performance and well-being: The moderating effect of trust in the employer[J]. Human Resource Management Journal, 2012, 22(4): 409-427.
[3] Allen D G, Shore L M, Griffeth R W. The role of perceived organizational support and supportive human resource practices in the turnover process[J]. Journal of Management, 2003, 29(1): 99-118.
[4] Avey J B, Luthans F, Jensen S M. Psychological capital: A positive resource for combating employee stress and turnover[J]. Human Resource Management, 2009, 48(5): 677-693.
[5] Baptiste N R. Tightening the link between employee wellbeing at work and performance: A new dimension for HRM[J]. Management Decision, 2008, 46(2): 284-309.
[6] Brown M, Metz I, Cregan C, et al. Irreconcilable differences? Strategic human resource management and employee well-being[J]. Asia Pacific Journal of Human Resources, 2009, 47(3): 270-294.
[7] Brunetto Y, Shacklock K. The impact of management on the engagement and well-being of high emotional labour employees[J]. The International Journal of Human Resource Management, 2014, 25(17): 2345-2363.
[8] Cañibano A. Implementing innovative HRM: Trade‐off effects on employee well-being[J]. Management Decision, 2013, 51(3): 643-660.
[9] Chidiebere O, Kevin D, Sara C, et al. Integrated and isolated impact of high-performance work practices on employee health and well-being: A comparative study[J]. Journal of Occupational Health Psychology, 2017, 22(1): 98-114.
[10] Clegg C, Spencer C. A circular and dynamic model of the process of job design[J]. Journal of Occupational and Organizational Psychology, 2007, 80(2): 321-339.
[11] Elstad E, Christophersen K A, Turmo A. Social exchange theory as an explanation of organizational citizenship behaviour among teachers[J]. International Journal of Leadership in Education: Theory and Practice, 2011, 14(4): 405-421.
[12] Fan D, Cui L, Zhang M M, et al. Influence of high performance work systems on employee subjective well-being and job burnout: empirical evidence from the Chinese healthcare sector[J]. The International Journal of Human Resource Management, 2014, 25(7): 931-950.
[13] Felix B L, Gwénaëlle P R, Sylvie S O. The relationship between life-domain interactions and the well-being of internationally mobile employees[J]. Personnel Review, 2017, 46(2): 237-254.
[14] Fuller J B, Hester K, Barnett T, et al. Perceived external prestige and internal respect: New insights into the organizational identification process[J]. Human Relations, 2006, 59(6): 815-846.
[15] Godkin L. Employee well-being and engagement in corporate social responsibility[A]. Valentine S. Organizational ethics and stakeholder well-being in the business environment[M]. Charlotte, NC, US: Information Age Publishing, 2014: 167-187.
[16] Grant A M, Christianson M K, Price R H. Happiness, health, or relationships? Managerial practices and employee well-being tradeoffs[J]. Academy of Management Perspectives, 2007, 21(3): 51-63.
[17] Grote G, Guest D. The case for reinvigorating quality of working life research[J]. Human Relations, 2017, 70(2): 149-167.
[18] Guest D E. Human resource management, corporate performance and employee wellbeing: Building the worker into HRM[J]. The Journal of Industrial Relations, 2002, 44(3): 335-358.
[19] Guest D E. Human resource management and employee well-being: Towards a new analytic framework[J]. Human Resource Management Journal, 2017, 27(1): 22-38.
[20] Huang L C, Ahlstrom D, Lee A Y P, et al. High performance work systems, employee well-being and job involvement: An empirical study[J]. Personnel Review, 2016, 45(2): 296-314.
[21] Huebner E S, Ash C, Laughlin J E. Life experiences, locus of control, and school satisfaction in adolescence[J]. Social Indicators Research, 2001, 55(2): 167-183.
[22] Kalshoven K, Boon C T. Ethical leadership, employee well-being, and helping: The moderating role of human resource management[J]. Journal of Personnel Psychology, 2012, 11(1): 60-68.
[23] Koopmann J, Lanaj K, Bono J, et al. Daily shifts in regulatory focus: The influence of work events and implications for employee well‐being[J]. Journal of Organizational Behavior, 2016, 37(8): 1293-1316.
[24] Lawson K J, Noblet A J, Rodwell J J. Promoting employee wellbeing: The relevance of work characteristics and organizational justice[J]. Health Promotion International, 2009, 24(3): 223-233.
[25] Maden C. Linking high involvement human resource practices to employee proactivity: The role of work engagement and learning goal orientation[J]. Personnel Review, 2015, 44(5): 720-738.
[26] Mael F, Ashforth B E. Alumni and their alma mater: A partial test of the reformulated model of organizational identification[J]. Journal of Organizational Behavior, 1992, 13(2): 103-123.
[27] Mäkikangas A, Feldt T, Kinnunen U. Warr’s scale of job-related affective well-being: A longitudinal examination of its structure and relationships with work characteristics[J]. Work & Stress, 2007, 21(3): 197-219.
[28] Nielsen K, Nielsen M B, Ogbonnaya C, et al. Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis[J]. Work & Stress, 2017, 31(2): 101-120.
[29] Page K M, Vella-Brodrick D A. The ‘what’, ‘why’ and ‘how’ of employee well-being: A new model[J]. Social Indicators Research, 2009, 90(3): 441-458.
[30] Panaccio A, Vandenberghe C. Perceived organizational support, organizational commitment and psychological well-being: A longitudinal study[J]. Journal of Vocational Behavior, 2009, 75(2): 224-236.
[31] Renwick D. HR managers: Guardians of employee wellbeing?[J]. Personnel Review, 2003, 32(3): 341-359.
[32] Robertson I T, Cooper C L. Full engagement: The integration of employee engagement and psychological well-being[J]. Leadership & Organization Development Journal, 2010, 31(4): 324-336.
[33] Robertson I T, Birch A J, Cooper, C L. Job and work attitudes, engagement and employee performance: Where does psychological well-being fit in?[J]. Leadership & Organization Development Journal, 2012, 33(3): 224-232.
[34] Šarotar-Žižek S, Milfelner B, Čančer V. Measurement of employees subjective well-being as an aim of social responsibility[J]. Systemic Practice and Action Research, 2013, 26(6): 549-560.
[35] Shen Y M, Jackson T, Ding C, et al. Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator[J]. European Management Journal, 2014, 32(3): 406-412.
[36] Simbula S. Daily fluctuations in teachers’ well-being: A diary study using the Job Demands-Resources model[J]. Anxiety, Stress, & Coping, 2010, 23(5): 563-584.
[37] Siu O L. Occupational stressors and well-being among Chinese employees: The role of organisational commitment[J]. Applied Psychology, 2002, 51(4): 527-544.
[38] Siu O L, Lu C Q, Spector P E. Employees’ well-being in Greater China: The direct and moderating effects of general self-efficacy[J]. Applied Psychology, 2007, 56(2): 288-301.
[39] Straume L V, Vittersø J. Happiness, inspiration and the fully functioning person: Separating hedonic and eudaimonic well-being in the workplace[J]. The Journal of Positive Psychology, 2012, 7(5): 387-398.
[40] ter Hoeven C L, van Zoonen W. Flexible work designs and employee well-being: Examining the effects of resources and demands[J]. New Technology, Work and Employment, 2015, 30(3): 237-255.
[41] Tsai C H. Mediating impact of social capital on the relationship between perceived organizational support and employee well-being[J]. Journal of Applied Sciences, 2013, 13(21): 4726-4731.
[42] Turner R, Huemann M, Keegan A. Human resource management in the project-oriented organization: Employee well-being and ethical treatment[J]. International Journal of Project Management, 2008, 26(5): 577-585.
[43] van den Heuvel M, Demerouti E, Peeters M C W. The job crafting intervention: Effects on job resources, self-efficacy, and affective well-being[J]. Journal of Occupational and Organizational Psychology, 2015, 88(3): 511-532.
[44] Wayne S J, Shore L M, Liden R C. Perceived organizational support and leader-member exchange: A social exchange perspective[J]. Academy of Management Journal, 1997, 40(1): 82-111.
[45] Wegge J, van Dick R, Fisher G K, et al. Work motivation, organisational identification, and well-being in call centre work[J]. Work & Stress, 2006, 20(1): 60-83.
[46] Wright T A, Cropanzano R. The role of psychological well-being in job performance: A fresh look at an age-old quest[J]. Organizational Dynamics, 2004, 33(4): 338-351.
[47] Xanthopoulou D, Bakker A B, Ilies R. Everyday working life: Explaining within-person fluctuations in employee well-being[J]. Human Relations, 2012, 65(9): 1051-1069.
[48] Zhang J X, Schwarzer R. Measuring optimistic self-beliefs: A Chinese adaptation of the general self-efficacy scale[J]. Psychologia, 1995, 38(3): 174-181.
[49] Zhang M Q, Zhu C J, Dowling P J, et al. Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees[J]. The International Journal of Human Resource Management, 2013, 24(16): 3196-3212.
[50] Zheng X M, Zhu W C, Zhao H X, et al. Erratum: Employee well-being in organizations: Theoretical model, scale development, and cross-cultural validation[J]. Journal of Organizational Behavior, 2015, 36(5): 645-647.
Cite this article
Chen Jian’an, Chen Mingyan, Jin Jing. Supportive Human Resource Management and Employee Work-related Well-being: An Empirical Study Based on Mediating Mechanism[J]. Foreign Economics & Management, 2018, 40(1): 79–92.
Export Citations as:
For
ISSUE COVER
RELATED ARTICLES
