Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management

Abstract

Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.

Work-Related Flow: The Development of a Theoretical Framework Based on the High Involvement HRM Practices With Mediating Role of Affective Commitment and Moderating Effect of Emotional Intelligence

“…An idiosyncratic deal is a customized contract between employees and employers that is mutually beneficial and aligns HRM practices with the main concerns and priorities of employees. Studies in this regard confirm that such deals positively influence eudaimonic well-being that may further foster creative performance (Villajos et al, 2019). The importance of EI has also been identified in this paper.…”

“…Studies emphasize that organizations should provide workers with resources in a trusting and helpful environment as it encourages proactive behaviors leading toward happy, skilled, and innovative staff. Specifically, if employees’ needs are considered with a chance of negotiation and adjustment to the priorities and choices of employees while implementing HRM practices, HRM can be certainly sustainable ( Villajos et al, 2019 ).…”

Design as a Factor in the Development of a Country's Economy

“…The implementation of the Concept of Sustainable Development is generally accepted as a key task of public policy in the 21st century (Malik, 2011;Helne and Hirvilammi, 2015). In this situation, creative or innovative, design activity is one of the important conditions for the long term and sustainable development (Villajos et al, 2019). Despite the development of science and technology and the improvement of aesthetics, there is an endless need for the use of aesthetic objects in human civilization.…”

Relación entre felicidad en el trabajo y desempeño laboral: análisis bibliométrico, evolución y tendencias

“…El tema central de trabajo corresponde a enfoques emergentes en el estudio de la relación entre felicidad en el trabajo y desempeño laboral, enmarcado en tres líneas: la primera, la felicidad desde la eudaimonía, partiendo de las propuestas de Huta & Ryan (2010), Ryan & Deci (2001) y Ryff & Keyes (1995). Solo hasta el 2016 se empezaron a realizar estudios donde se relacionan la felicidad eudaimónica en el trabajo y el desempeño laboral (Der Kinderen et al, 2020;Kożusznik et al, 2019;Turban & Yan, 2016;Villajos et al, 2019); estos coinciden en que la investigación en el campo ha estado concentrada en la felicidad desde el hedonismo o la felicidad en general, y no específicamente en el trabajo (Bartels et al, 2019), y que es necesario construir una escala de felicidad en el trabajo y medir su relación con el desempeño laboral. La segunda línea emergente está relacionada con los diferentes patrones de relaciones entre el rendimiento y la felicidad, infeliz-improductivo, feliz-productivo, feliz-improductivo e infelizproductivo (Ayala et al, 2017;Peiró et al, 2019); de hecho, Ayala et al (2017) encontraron que casi el 15 % de los empleados tenían un patrón ampliamente ignorado por estudios previos (por ejemplo, infeliz productivo).…”