High‐performance human resource practices and employee well‐being: the role of networking and proactive personality

Abstract

Drawing on the social capital theory, the present study examined the relationship between high‐performance human resource practices (HPHRP) and individual well‐being, as well as its mechanism and boundary conditions in China. With a sample of 4,395 employees from 437 companies, the results of hierarchical linear modeling revealed that employee networking mediated the relationship between HPHRP and well‐being. Moreover, the positive effect of networking on well‐being was enhanced under high levels of proactive personality. By exploring the relationship between HPHRP and well‐being through a networking perspective and incorporating individual factors into the research model, the present study provides a clearer picture of when and how HPHRP works in the Chinese context. Implications for the literature and managerial practices were discussed.