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Abstract
ABSTRACTHuman resource management practices (HRMPs) have inconsistent impacts on employee well‐being. However, prior research has not reached compelling conclusions due to variations in research designs (e.g., samples from various countries, different operationalizations of well‐being and HRMPs). To address this research gap, we conducted a three‐level meta‐analysis to explore the relationships between HRMPs and employee well‐being based on conservation of resources theory and the ability–motivation–opportunity model. HRMPs were categorized into AMO‐enhancing sub‐bundles, and employee well‐being was classified into psychological, health, and social well‐being. Using data from 69 studies (N = 343,473), our findings revealed that ability‐enhancing HRMPs have the strongest association with health well‐being, motivation‐enhancing HRMPs with psychological well‐being, and opportunity‐enhancing HRMPs with social well‐being. These HRMPs–employee well‐being relationships vary by national culture, such as individualism and performance orientation.
Published Version
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