The purpose of this article is to explore how the interactive effects of high-performance human resource (HR) practices and leader–member exchange (LMX) on employee engagement and creativity in hospitality. Based on the survey of 485 employees of hotel companies in China, the theoretical model was tested. The results showed that high-performance HR practices had a significant influence on employee engagement and creativity through psychological empowerment. In addition, the impact of high-performance HR practices on employee engagement was strengthened by LMX. This theoretical framework was empirically tested to better explain the motivational mechanisms underlying employee engagement and creativity and makes a valuable contribution to advancing the application of self-determination theory in hospitality.

We applied self-concept theory and self-determination theory and proposed that the relationship between paradoxical leadership and employee innovation would be sequentially mediated by organizationbased self-esteem and harmonious passion. We tested our hypotheses by surveying 374 full-time employees in China and adopting structural equation modeling. The results indicate that paradoxical leadership was positively associated with employees' organization-based self-esteem, harmonious passion, and innovation. Moreover, the positive effect of paradoxical leadership on employees' innovation behavior was sequentially mediated by organization-based self-esteem and harmonious passion. Our findings advance understanding of the mechanism underlying the relationship of paradoxical leadership with employees' innovation behavior, and provide a meaningful extension of the leadership literature. We discuss implications for theory and practice.

In this study, we developed and tested a theory of how employee perceived human resource (HR) practices affect employee psychological empowerment that facilitates intrinsic motivation and resultant employee engagement in the work. Based on self-determination theory, employee engagement was rooted in the basic psychological needs satisfaction including competence, autonomous and relatedness. A survey of 485 employees from financial firms showed that the employee perceived HR practices were positively related to the psychological empowerment including the feeling of meaning, impact, autonomy and competence. In turn, the psychological empowerment was related to intrinsic motivation, a relationship that predicted employee engagement.

Given the limited understanding of temporal issues in extant theorizing about the link between human source management and employee engagement. Based on self-determination theory, we developed and tested a theory of how employee perceived human resource (HR) practices affect employee psychological empowerment that facilitates intrinsic motivation and resultant employee engagement in the work, which moderated by leader-member exchange (LMX). A survey of 485 employees from 300 financial enterprises showed that the employee perceived HR practices affected employee engagement were positively related to the psychological empowerment including the feeling of meaning, impact, autonomy and competence. In turn, employee psychological empowerment was related to intrinsic motivation, a relationship that predicted employee engagement. And the relationship between intrinsic motivation and employee engagement is strengthened by LMX quality.