Abstract
PurposeDrawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees.Design/methodology/approachA moderated mediation model was developed and tested on 257 Australian workers employed in the food service industry. Hypotheses were tested using structural equation modeling.FindingsThere was support for the mediation effect of HCHRM on burnout, via two sequential mediators: job autonomy and job demands. PsyCap was found to buffer (moderation) the effect of job demands on burnout. Frontline employees also perceived HCHRM to be a “negative signal” that was implemented for the good of management.Research limitations/implicationsThe authors are aware of the potential of common method variance due to the cross-sectional research design. Future research should adopt a longitudinal research design or collect data from several sources of informants. As the authors did not find support for the optimistic perspective hypothesis, despite its theoretical and empirical relevance under JD-R and COR perspectives, they call for further research exploring the link between HRM, job design and psychological conditions in promoting employee wellbeing.Practical implicationsBurnout is one of the most common and critical health issues faced by frontline food service employees. Food service organizations have to strategize their management practices to reduce employees' experience with burnout by implementing high commitment enhancing HR practices and developing employees' PsyCap.Originality/valueThis study provided a better understanding of how (macro) HCHRM practices as an organizational resource reduce burnout of frontline food service employees via two (micro) mediators: job autonomy and job demands. PsyCap is an important personal resource that lessens burnout, consistent with the COR theory. These findings contribute to the literature on strategic HRM and its relationship to employee wellbeing.
Highlights
Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees
Job autonomy refers to the degree of independence and discretion in employees’ jobs that allow them to autonomously decide what they can do and how they can carry out their work (Hackman and Oldham, 1975)
The study aimed to investigate the impacts of HCHRM practices on job characteristics and burnout experienced by frontline food service employees in Australia
Summary
Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees. COR theory (Hobfoll et al, 2018) posits that employees have a desire to acquire, sustain, and maintain key resources to prevent a loss of other resources when experiencing high work demands (Hobfoll et al, 2018) According to this theory, employees who face high JD could lose job resources, perceive a threat of losing other resources, or fail to gain other substantial resources. Both JD-R and COR perspectives postulate that adequate resources could lead to positive outcomes and allow employees to invest and attain more resources (Hobfoll et al, 2018)
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