员工复原力、可持续人力资源管理和工作投入之间的相互作用

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2024-02-26 DOI:10.3233/hsm-230204

Nada Trunk Sirca, Zahid Riaz, Samreen Hamid, Greta Žurauskė, Ž. Stankevičiūtė

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引用次数: 0

摘要

背景：在这个变幻莫测、动荡不安的时代，员工复原力这一概念正日益得到众多组织的认可，因为复原力强的员工能够出色地适应不断变化的情况，并更快地恢复过来。此外，他们的工作投入度也更高。既然员工的抗压能力作为一种个人资源是可以培养的，那么问题就在于如何提高这种能力。同样，当认为投入工作的员工能够表现得更好时，下一个问题涉及工作投入的前因。以往的文献证明，人力资源管理（HRM）在培养员工的应变能力和工作投入度方面发挥着重要作用。然而，人力资源管理中的可持续发展维度却在某种程度上被忽视了。本文试图填补这一空白，并借鉴 JD-R 模型，探讨三个构念之间的关系。目的：本文旨在揭示员工复原力、可持续人力资源管理和工作投入之间的相互作用。方法：定量研究。通过调查收集数据。结果：核心结果显示，可持续人力资源管理与工作投入之间存在正向联系。此外，员工复原力也是一种中介因素。结论：作为一种潜在机制，员工复原力影响着工作投入度：作为一种潜在机制，员工复原力影响着人力资源管理实践与工作投入之间的关系。

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The interplay among employee resilience, sustainable HRM and work engagement

BACKGROUND: Given the unpredictable and turbulent times, the concept of employee resilience is gaining increased recognition within numerous organisations, as resilient employees excel in adapting to continually altering situations and recovering more quickly. Additionally, they demonstrate higher work engagement. Since employee resilience, as a personal resource, can be developed, the question is about the ways through which it can be enhanced. Similarly, when arguing that engaged employees are able to perform better, the next question pertains to the antecedents of work engagement. The previous literature provided support that human resource management (HRM) plays an important role in fostering employee resilience and work engagement. However, the dimension of sustainability in people management has been somehow neglected. The paper tries to close the gap and, drawing on the JD-R model, explores the relationship among three constructs. OBJECTIVE: The aim of the paper is to reveal the interplay among employee resilience, sustainable HRM and work engagement. METHODS: Quantitative study. The data were collected using a survey. RESULTS: The core results revealed a positive link between sustainable HRM and work engagement. Additionally, employee resilience serves as a mediator. CONCLUSIONS: As an underlying mechanism, employee resilience influences the relationship between HRM practices and work engagement.

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.