TY - JOUR
T1 - Well-being-oriented human resource management practices and employee performance in the Chinese banking sector
T2 - the role of social climate and resilience
AU - Cooper, Brian
AU - Wang, Jue
AU - Bartram, Timothy
AU - Cooke, Fang Lee
PY - 2019/1
Y1 - 2019/1
N2 - Drawing upon positive psychology and a social relational perspective, this article examines the relationship between well-being-oriented human resource management (HRM) practices and employee performance. Our multilevel model examines relationships among collectively experienced well-being-oriented HRM practices, social climate (characterized by trust, cooperation, and shared codes and language that exist among individuals within the organization), employee resilience, and employee (in-role) performance. Based on the two-wave data obtained from 561 employees and their managers within 62 bank branches in 16 Chinese banks, our multilevel analyses provide support for our four hypotheses. First, we found a positive relationship between well-being-oriented HRM practices and social climate. Second, social climate mediated the relationship between well-being-oriented HRM practices and employee resilience. Third, we found a positive relationship between resilience and employee performance. Finally, employee resilience mediated the relationship between social climate and employee performance. This study is one of the first to unpack the social mechanisms through which well-being-oriented HRM practices increase development of resilience and subsequent employee performance at the workplace, namely through influencing group feelings of social climate.
AB - Drawing upon positive psychology and a social relational perspective, this article examines the relationship between well-being-oriented human resource management (HRM) practices and employee performance. Our multilevel model examines relationships among collectively experienced well-being-oriented HRM practices, social climate (characterized by trust, cooperation, and shared codes and language that exist among individuals within the organization), employee resilience, and employee (in-role) performance. Based on the two-wave data obtained from 561 employees and their managers within 62 bank branches in 16 Chinese banks, our multilevel analyses provide support for our four hypotheses. First, we found a positive relationship between well-being-oriented HRM practices and social climate. Second, social climate mediated the relationship between well-being-oriented HRM practices and employee resilience. Third, we found a positive relationship between resilience and employee performance. Finally, employee resilience mediated the relationship between social climate and employee performance. This study is one of the first to unpack the social mechanisms through which well-being-oriented HRM practices increase development of resilience and subsequent employee performance at the workplace, namely through influencing group feelings of social climate.
KW - Chinese banking sector
KW - employee performance
KW - employee resilience
KW - social climate
KW - well-being-oriented HRM practices
UR - http://www.scopus.com/inward/record.url?scp=85053272521&partnerID=8YFLogxK
U2 - 10.1002/hrm.21934
DO - 10.1002/hrm.21934
M3 - Article
AN - SCOPUS:85053272521
SN - 0090-4848
VL - 58
SP - 85
EP - 97
JO - Human Resource Management
JF - Human Resource Management
IS - 1
ER -