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In this research, we develop a theoretical model that links a 2-dimensional model of stressors to individual thriving, resilience, and life satisfaction to examine the possibility that some stressors may actually be beneficial. We test this model across a 10-week period with 189 university students. Our findings indicate that while hindrance stressors diminish appraisals of life satisfaction, challenge stressors promote life satisfaction. Additionally, we find that thriving mediates the relationships between stressors and life satisfaction. A further moderated mediation examination demonstrates how resilience influences thriving as an intervening mechanism by buffering the negative indirect effects in the hindrance stressor–life satisfaction relationship. Our results provide initial support for understanding the psychological mechanisms that explain the differential relationships between stressors and life satisfaction. Although stressful experiences can never be fully avoided, our results provide some hope that resilient individuals can still thrive in stressful environments that promote personal challenges and achievement.

To assess potential boundary conditions in the relationship between HRM systems and team service quality, we examined both collective and individual-level capabilities as underlying mechanisms between team-level high involvement work practices (HIWPs) and team service quality. Using multi-level modelling with a sample of 397 employees in 25 work teams from five service organisations, we found that team HIWPs enhanced knowledge sharing, leading to improved team service climate. Moreover, the presence of individual perspective taking moderated the mediating effect of knowledge sharing such that perspective taking enhanced service climate beyond the value of team HIWPs. The results contribute to the HRM literature by examining the multi-level social and environmental influences on individual learning conceptualised in social cognitive theory, to identify the value of individual capabilities as moderators to knowledge sharing in the link between team HRM systems and service climate.

This study examines how an HR department moderates the effects of high-performance work systems (HPWSs) on perceived establishment performance. Using a representative sample of 125 small and medium-sized establishments from the 2002 National Organizations Survey, our results indicate a positive interaction between HPWSs and the existence of an establishment HR department with respect to perceived establishment labor productivity. Implications for future strategic HRM research are discussed. K E Y W O R D Shigh-performance work systems, HR departments, small and medium-sized enterprises SMEs, as from a cost-benefit perspective, it is a significant investment for SMEs to adopt HPWSs and HR departments, such that the costs can outweigh the benefits from enhanced unit performance.(As our data exist at the establishment level of analysis, our theory and analysis will be tailored to establishments.)In the following sections, we first review relevant literature in the streams of research that we mentioned and then propose two hypotheses for testing in the current study. Next, we present a description of our data sample and analytic approach. Finally, we report our results and discuss their implications for future SHRM research.

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