Developmental HRM, Employee Well‐Being and Performance: The Moderating Role of Developing Leadership

15 Pages Posted: 19 May 2020

See all articles by Elise Marescaux

Elise Marescaux

Catholic University of Lille - IESEG School of Management

Sophie De Winne

Catholic University of Leuven (KUL)

Anneleen Forrier

Katholieke Universiteit Leuven - Faculty of Business and Economics (FBE)

Date Written: Summer 2019

Abstract

Answering the call for more insights in the relationship between human resource management (HRM), employee well‐being and performance, this study examines the link between developmental human resource (HR) practices and employee task performance, and includes both happiness (i.e., affective organizational commitment) and health related (i.e., exhaustion) well‐being as mediators. Based on social exchange theory and cognitive dissonance theory, we also explore the line manager's developing leadership behaviour as a moderator in the relationship between developmental HRM and well‐being. The multi‐source data from 403 employees and 53 line managers show that distinct developmental HR practices influence well‐being and employee performance differently, and suggest that the developing leadership behaviour of line managers influences the way in which developmental HR practices affect employees. Overall, the results underline the need for a configurational perspective on HRM, well‐being and employee performance, taking line managers’ behaviour into account as an essential element of the HRM system, next to formal HR practices.

Keywords: developmental HR practices, developing leadership behaviour, well‐being, employee task performance, social exchange theory, cognitive dissonance theory

Suggested Citation

Marescaux, Elise and De Winne, Sophie and Forrier, Anneleen, Developmental HRM, Employee Well‐Being and Performance: The Moderating Role of Developing Leadership (Summer 2019). European Management Review, Vol. 16, Issue 2, pp. 317-331, 2019, Available at SSRN: https://ssrn.com/abstract=3599352 or http://dx.doi.org/10.1111/emre.12168

Elise Marescaux (Contact Author)

Catholic University of Lille - IESEG School of Management ( email )

Socle de la Grande Arche
1 Parvis de la Defense
Puteaux, Paris 92800
France

Sophie De Winne

Catholic University of Leuven (KUL) ( email )

Oude Markt 13
Leuven, Vlaams-Brabant 3000
Belgium

Anneleen Forrier

Katholieke Universiteit Leuven - Faculty of Business and Economics (FBE) ( email )

Naamsestraat 69
Leuven, B-3000
Belgium

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