No abstract

In a multisource field study, we examine the relationship between employee perceptions of high‐commitment human resource management (HRM), task proficiency, work engagement, and organizational commitment. Based on conservation of resources (COR) theory, we first propose that work engagement mediates the relationship between high‐commitment HRM and organizational commitment. Second, we propose a mediated moderation model in which employees’ task proficiency moderates the relationship between high‐commitment HRM and work engagement, which in turn affects organizational commitment. Results indicate that the relationship between high‐commitment HRM and organizational commitment was fully mediated by work engagement. Results also supported the mediated moderation model. A significant indirect effect was found from high‐commitment HRM to commitment via engagement for low task proficiency, but not for high task proficiency. Implications and directions for future research are discussed. © 2014 Wiley Periodicals, Inc.

ethical leadership, personality, conscientiousness, agreeableness, emotional stability,

In this multi-source study, we examined the link between ethical leadership, human resource management (HRM), employee well-being, and helping. Based on the Conservation of Resources Theory, we proposed a mediated moderation model linking ethical leadership to helping, which includes well-being as an intermediary variable and HRM as a contextual moderator. Results from 221 leader-employee dyads revealed that the relationship between ethical leadership and helping occurs through well-being only when HRM was low, but not when HRM was high. Job-related well-being fully mediated the relationship of the interaction between ethical leadership with HRM and employee helping.

This study uses a multi‐level approach to examine the moderating influence of two aspects of the ethical context on the relationship between ethical leadership and follower helping and courtesy. Using multi‐source data from a field sample of leaders and followers and controlling for transformational leadership, we found that shared perceptions of moral awareness and empathic concern of the work group moderated the relationship between ethical leadership and follower helping and courtesy. Relationships between individual and group‐level perceptions of ethical leadership and these two follower behaviors were positive when moral awareness was low, whereas these relationships weakened when moral awareness was higher. The relationship between individual and group perceptions of ethical leadership and courtesy was positive when empathic concern was high, whereas this relationship weakened when empathic concern was lower. Thus, although ethical leadership relates positively to follower helping and courtesy, the strength of this relationship differs depending on the level of empathic concern and moral awareness in the work group.