Making good things last longer: The role of savoring on the relationship between HRM and positive employee outcomes

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5 Citations (Scopus)

Abstract

This work studies sales managers' perceptions of performance-oriented HR practices, and the mediating and moderating processes through which these practices are linked with affective commitment. Specifically, we tested whether work engagement mediated the relationship between perceptions of performance-oriented HR practices and affective commitment using a sample of 117 sales managers from one large retail store. Furthermore, we tested whether managers' savoring strategies would moderate the positive relationship between perceptions of performance-oriented HR practices and work engagement, and if the strength of the hypothesized indirect effects were conditional on the use of savoring strategies. Results showed that the relationship between perceptions of performance-oriented HR practices and affective commitment was mediated by work engagement. In addition, savoring strategies were found to moderate the relationship between perceptions of performance-oriented HR practices and work engagement, so that the highest levels of work engagement were found in individuals who reported high perceptions of performance-oriented HR practices and high use of savoring strategies. Finally, results support a conditional indirect effect of performance-oriented HR practices on predicting affective commitment via work engagement when levels of savoring strategies were moderate to high, but not when their use was low. Altogether, these results demonstrated that work engagement and savoring strategies represent key elements in explaining how perceptions of performance-oriented HR practices are associated with affective commitment.

Original languageEnglish
Pages (from-to)985-1000
JournalHuman Resource Management
Volume55
Issue number6
DOIs
Publication statusPublished - Nov 2016

Keywords

  • Affective commitment
  • Engagement
  • Performance-oriented HR practices
  • Savoring

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