Caring human resources management and employee engagement

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2022-09-01 DOI:10.1016/j.hrmr.2021.100835

Alan M. Saks

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引用次数: 66

Abstract

Research on employee engagement has demonstrated that human resource management (HRM) practices and systems are positively related to employee engagement. However, it is not clear what HRM practices or system of practices is most important for employee engagement or the theoretical mechanisms that intervene and explain the link between HRM and employee engagement. In this paper, I provide answers to these two important questions by developing a model of caring HRM and employee engagement based on the engagement, organizational climate, and strategic HRM literatures. The model indicates that a system of caring HRM practices (job design, training and development, flexible work arrangements, work-life balance, participation in decision making, health and safety, career development, and health and wellness programs) will result in an organizational climate of care and concern for employees that employees will respond to by caring for the organization which they will enact with higher levels of engagement. This model provides many avenues for future research and practice on HRM and employee engagement and introduces the notion of a caring HRM system and an organizational climate of care and concern for employees to the literature on employee engagement.

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关怀人力资源管理和员工敬业度

对员工敬业度的研究表明，人力资源管理(HRM)实践和系统与员工敬业度呈正相关。然而，目前尚不清楚哪些人力资源管理实践或实践系统对员工敬业度最重要，也不清楚干预和解释人力资源管理与员工敬业度之间联系的理论机制。在本文中，我通过开发一个基于敬业度、组织气候和战略人力资源管理文献的关怀人力资源管理和员工敬业度模型，为这两个重要问题提供了答案。该模型表明，一个关怀型人力资源管理实践系统(工作设计、培训和发展、灵活的工作安排、工作与生活的平衡、参与决策、健康与安全、职业发展、健康和保健计划)将产生一种关心和关心员工的组织氛围，员工将通过关心组织来回应，他们将以更高的参与度制定组织。该模型为未来人力资源管理和员工敬业度的研究和实践提供了许多途径，并将关怀型人力资源管理系统和关心员工的组织氛围的概念引入到员工敬业度的文献中。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.