Well-being-oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience

Cooper, B, Wang, J, Bartram, T and Cooke, F 2019, 'Well-being-oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience', Human Resource Management, vol. 58, no. 1, pp. 85-97.


Document type: Journal Article
Collection: Journal Articles

Title Well-being-oriented human resource management practices and employee performance in the Chinese banking sector: The role of social climate and resilience
Author(s) Cooper, B
Wang, J
Bartram, T
Cooke, F
Year 2019
Journal name Human Resource Management
Volume number 58
Issue number 1
Start page 85
End page 97
Total pages 13
Publisher John Wiley & Sons
Abstract 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.
Subject Human Resources Management
Keyword(s) Chinese banking sector
employee performance
employee resilience
social climate
well-being-oriented HRM practices
DOI - identifier 10.1002/hrm.21934
Copyright notice © Wiley Periodicals
ISSN 0090-4848
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