High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior

Hauff, Sven; Felfe, Jörg; Klug, Katharina

doi:10.1080/09585192.2020.1841819

Cited by 61 publications

(105 citation statements)

References 74 publications

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“…Some have even tapped into the concept of a healthy leadership, recognizing the possibility of mangers to "lead by example". The role of managers in ensuring individual health becomes even more crucial if organizational health measures are absent, as managers' commitment can positively effect employee satisfaction and engagement [34]. This supports the notion that, as leaders, they can serve as a role model [90], motivating employees to follow their example [92].…”

Section: Discussionmentioning

confidence: 57%

“…Linking our study findings to the generic organizational health framework introduced by Bauer and Jenny [53,54], our results substantiate previous claims that organizations must take a holistic approach towards health, offering initiatives that involve employees, managers, and processes (work and social), as well as the organizational environment altogether. Organizations should implement health-enhancing measures for employees, e.g., by prioritizing employee health and well-being and making it an integral part of their supportive organizational culture and supportive leadership [34]. Although our study showed that ergonomic measures that concern the workplace infrastructure, layout and design, agreeable work conditions and appropriate equipment are very important and appreciated by employees, it is even more important to help employees achieve a good work-family balance.…”

Section: Discussionmentioning

confidence: 75%

“…The GLOBE researchers House et al [138] identified several leadership styles in different countries, and so, it would be interesting to analyze in which country a healthy leadership is already being used or also expected by employees. Likewise, it would be fruitful to uncover how healthy leadership can be combined with other leadership types, such as supportive leadership [139], virtuous leadership [34], ethical leadership [140], or relation-oriented or transformational leadership qualities [90]. The cultural dimension of individualism and collectivism [141] could also be an important moderator for employees' preferences regarding who assumes responsibility for their health.…”

Section: Discussionmentioning

confidence: 99%

“…Changes in Human Resources' orientation are, first and foremost, conditioned by a paradigm shift, which stresses the necessity to invest in competitiveness (and skilled employees) instead of boosting productivity [32][33][34]. Since human resources are hard to copy, they constitute an organizations' rarest and most valuable resource [35] and are part of the organization's movement towards sustainability [36].…”

Section: Introductionmentioning

confidence: 99%

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Healthy Leadership and Workplace Health Promotion as a Pre-Requisite for Organizational Health

Koinig

Diehl

2021

IJERPH

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(1) Background: Increasing stress levels at the workplace constitute a concerning organizational trend, challenging not only employees but also organizations alike, as it is in most instances associated with increasing workloads. In consequence, employees have started to demand that organizations begin to accept responsibility for their health and well-being. The present contribution seeks to investigate, to which extent individuals are able to deal with stress and whether their employers and respective supervisors (leaders) accept responsibility for their health, for instance, by leading by example. In addition, the existence and support generated by the organization in form of Workplace Health Promotion (WPHP) is inquired. (2) Methods: Semi-structured qualitative interviews with 40 (full and part-time) employees from two European countries were conducted. (3) Results: The study with employees from Austria and Germany (n = 40) confirmed that employees have started to recognize the potential of the workplace as an environment, where individual health can be enhanced. Yet, the results showed that only a few companies have already put some WPHP measures into practice. Likewise, the implementation of healthy leadership is rather limited to date. (4) Conclusions: At present, companies are still more likely to delegate responsibility for employee health and well-being to their staff, having not fully realized the potential of healthy leadership and organizational health promotion. There is great potential to increase WPHP measures on the employer side, through both healthy leadership and supporting WPHP measures.

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Section: Discussionmentioning

confidence: 57%

Section: Discussionmentioning

confidence: 75%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Healthy Leadership and Workplace Health Promotion as a Pre-Requisite for Organizational Health

Koinig

Diehl

2021

IJERPH

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“…Furthermore, the interaction of HR practices and LMX has a significant impact on employee behavior (Leroy et al, 2018). The accumulated literature shows that HR practices and LMX have a potential influence on employee engagement including physical vigor, emotional involvement, and cognitive investment in firms (Barrick et al, 2015), and the impacts of HR practices on employee engagement could be reinforced by supportive LMX (Hauff et al, 2020).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

How High-Performance HR Practices and LMX Affect Employee Engagement and Creativity in Hospitality

Morrison

Zhang

2021

Journal of Hospitality & Tourism Research

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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.

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How does Human Resource Management help service organizations to thrive in uncertainties and risks: Postcrisis as a context

Chen,

Fu,

Xie

et al. 2024

Human Resource Management

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With heightened uncertainties and risks in the fluctuating business environment, existing studies have concentrated on elucidating how service organizations leverage human resource practices to adapt to and survive such unforeseen and disruptive threats. However, how such practices could serve the strategic objective of cultivating a sustainably thriving workforce across different situations is not well understood. Thriving is a core transitional state that fosters positive behaviors, such as creative customer‐related problem‐solving. Applying social information processing theory, we propose and test a model by exploring how organizations that engage in thriving‐oriented human resource management (HRM) encourage employees to take responsibility and promote constructive change, thereby activating their creative problem‐solving behaviors. Specifically, we theorize and develop measures to promote thriving‐oriented HRM in Study 1. In Study 2, we collected multisource and multi‐wave data from 296 frontline service employees and 45 supervisors in China. Our findings reveal that thriving‐oriented HRM is positively related to felt responsibility for change, which ultimately encourages creative problem‐solving. We also show that the threat imposed by a crisis, that is, the COVID‐19 pandemic, strengthens the positive relationship between thriving‐oriented HRM and felt responsibility for change. Our study contributes to the HRM literature, especially on thriving‐oriented HRM and employee perception, and has practical implications for service organizations in the uncertain context.

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High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior

Cited by 61 publications

References 74 publications

Healthy Leadership and Workplace Health Promotion as a Pre-Requisite for Organizational Health

Healthy Leadership and Workplace Health Promotion as a Pre-Requisite for Organizational Health

How High-Performance HR Practices and LMX Affect Employee Engagement and Creativity in Hospitality

How does Human Resource Management help service organizations to thrive in uncertainties and risks: Postcrisis as a context

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