Human resource management practices for achieving workplace well-being: Exploring the effects of human resource management practices on military social responsibility and workplace well-being and the moderating roles of abusive supervision climate and military culture in these relationships.

Abstract

Extensive research on human resource management practices (HRM) practices has been conducted within traditional corporations, yet their application within military organizations remains largely unexplored. Drawn upon institutional theory, this study investigates the impact of HRM practices on workplace well-being (WWB) among military officers and soldiers in Taiwan, with a particular focus on the mediating role of military social responsibility (MSR). Furthermore, we examine the influence of an abusive supervision climate and military culture on the relationship between HRM practices and MSR. Our findings reveal that MSR mediates the relationship between HRM practices and WWB. Interestingly, while an abusive supervision climate weakens the positive relationship between HRM practices and MSR, a strong military culture can mitigate this negative impact. Our study contributes new insights into the relationship between HRM practices and WWB within the unique context of the military, highlighting the complex interplay of MSR, abusive supervision climate, and military culture.