The debate concerning the link between human resource management (HRM) and employee level as well as organizational outcomes has reached an interesting crossroads. While studies continue to demonstrate a relationship between financial success and the organization’s commitment to management practices that support people’s goals and treat people as assets, yet in reality, the focus on achieving short-term financial performance has obscured the consideration of people-oriented goals. Given the centrality of HRM practices to organizational success, this study reports the results of a survey conducted among 626 knowledge professionals working in IT companies in Chennai city of the Indian state of Tamil Nadu. The study found statistically significant relationship between HRM practices and employee-level outcomes such as perceived efficacy, engagement and employee well-being, where employee well-being plays a mediating role. The implications of the findings of the theory and practice of HRM have been discussed.
Working life is a strong determinant of an individual's life satisfaction. However, what matters is not just having a job with a good pay, but also the kind of job. This study is based on a specific theory of how job quality affects employee well-being, and provides measures of (a) job quality; (b) individual states resulting such as well-being, perceived efficacy and engagement. This study reports data collection from a large sample of 626 employees working in the information technology sector. Reliability and validity statistics suggest that the proposed model has quite satisfactory psychometric characteristics. The results suggest that job quality as an important determinant for employee well-being and for the development of a healthy organisation; otherwise the goal of sustained performance will remain elusive. Implications are drawn from the results, and priorities are established for future research.
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