Human resource change‐agent role, state ownership, and employee behavioural flexibility

Abstract

Although evidence about the relationship between HRM systems and employee behavioural flexibility has been accumulating, HR function's role in this relationship has been neglected. Using data collected in 168 firms in China, this study examines whether the HR change‐agent role influences employee behavioural flexibility. It is conceptualised that this role shapes the collective social exchange relationship between organisation and employees, which then offers employees change‐oriented social resources, such as shared experiences, values and norms. Employees reciprocate with change‐supportive behaviours and abilities (employee behavioural flexibility). By integrating the hierarchy of needs principles into collective social exchange theory, the study examines the boundary conditions of the HR change‐agent role – employee behavioural flexibility relationship by testing the moderating role of state ownership. In China's state‐owned enterprises, employees’ lower‐order needs are likely to be satisfied by the broader institutional environment. Hence, they are more likely to have higher‐order behavioural aims.