Development or maintenance? Dual‐oriented human resource system, employee achievement motivation, and work well‐being

Lin, Congcong; Li, Xiufeng; Lam, L.

doi:10.1002/hrm.21997

Cited by 32 publications

(39 citation statements)

References 96 publications

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“…We asked supervisors to rate team-level EORs, as they have knowledge on the content and extent of the inducements that their organizations offer to teams as well as the contributions that their organizations expect from teams by interpreting, transferring, and implementing firm HRM practices. This procedure has also been used in recent studies to measure team-or department-level HRM practices (Van De Voorde and Beijer, 2015;Lin et al, 2019). First, we asked the supervisors to indicate the job titles and number of members in the teams and provide a brief job description before rating the OI and EC of the teams so that they can keep the entire team in mind.…”

Section: Measures Eorsmentioning

confidence: 99%

Employee–Organization Relationships and Team Performance: Role of Team Collective Efficacy

Jia

Cai

et al. 2020

Front. Psychol.

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Besides the previous social relationship perspective of employee-organization relationship (EOR) research, this study takes the social cognitive perspective to explore the role of team collective efficacy in mediating the relationship between EORs and team performance. This study further contends that team cohesion moderates the positive relationship between collective efficacy and team performance, thereby moderating the indirect relationship between EORs and team performance through collective efficacy. Data analyses of 231 teams in Study 1 and 63 teams in Study 2 support the hypotheses. Therefore, this study provides theoretical contributions to the EOR literature by introducing a new perspective at the team level and to the social cognitive literature by discussing a boundary condition of the effect of collective efficacy on team performance.

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Section: Measures Eorsmentioning

confidence: 99%

Employee–Organization Relationships and Team Performance: Role of Team Collective Efficacy

Jia

Cai

et al. 2020

Front. Psychol.

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“…Some studies have demonstrated that HRM systems are positively related to work well-being (e.g. Fan et al, 2014;Huang et al, 2016), whereas others have shown that their association with work well-being varies by types of HRM practices (Lin et al, 2020;Korff et al, 2017;Wood and de Menezes, 2011). Several scholars have even described HRM system as a double-edged sword, boosting organizational performance at the expense of employees' job stress and dissatisfaction (e.g.…”

Section: Introductionmentioning

confidence: 99%

The influence of high-commitment work system on work well-being: the mediating role of psychological empowerment and the moderating role of leader trust

Lin

2020

Self Cite

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PurposeWe draw on the conservation of resources theory to explore when and how a high-commitment work system (HCWS) improves employees' work well-being.Design/methodology/approachData were collected from 64 branches in a high-tech company, involving 64 supervisors and 434 employees to examine the influence of branch-level HCWS on employees' work well-being at individual level.FindingsConsistent with our predictions, the results indicate that a well-designed human resource management (HRM) system (i.e. HCWS) helps to enhance employees' work well-being. Psychological empowerment is seen as an important mechanism linking HCWS with work well-being. The effects of HCWS on psychological empowerment and work well-being are significantly positive only when leader trust in employees is high.Originality/valueThis study indicates a novel resource theoretical perspective regarding the HRM system-employee well-being relationship. It provides insights into how contextual resources (HCWS) enhance employees' work well-being by potentiating the effect of personal resources (psychological empowerment). Just as the old saying goes, “give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime,” the leader trust serves as a critical valve.

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“…Halbesleben and Bowler (2007) showed that various components of achievement motivation mediate the relationship between job performance and emotional exhaustion. Lin., Li, and Lam (2019) found that development-oriented HR practices are more positively related to work well-being when individual achievement motivation is high. The results guide the effective design of HR practices.…”

Section: Achievement Motivationmentioning

confidence: 99%

Human Resource Practitioner Professional Ability, Achievement Motivation and Management System Construction

Shun

2020

International Journal of Asian Social Science

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Contribution/ Originality: This study is one of very few studies which have investigated that achievement motivation has the moderating effect between the professional ability and management system construction. Therefore, department manager could set up the specific goal and measurable performance evaluation standards that can effectively rise up individual internal driving force for the completion of the work.

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Development or maintenance? Dual‐oriented human resource system, employee achievement motivation, and work well‐being

Cited by 32 publications

References 96 publications

Employee–Organization Relationships and Team Performance: Role of Team Collective Efficacy

Employee–Organization Relationships and Team Performance: Role of Team Collective Efficacy

The influence of high-commitment work system on work well-being: the mediating role of psychological empowerment and the moderating role of leader trust

Human Resource Practitioner Professional Ability, Achievement Motivation and Management System Construction

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