Abstract
Traditional Human Resource Management (HRM) focusing on maintaining the status quo is no longer in the spotlight. Sustainable HRM has become the new approach, emphasizing the need to attend to organizational results directed toward reaching different goals and integrating the needs of diverse stakeholders. Moreover, in response to the challenges that organizations face in volatile, uncertain, complex, and ambiguous (VUCA) environments, Human Resource (HR) practices can contribute to the development of idiosyncratic deals (negotiation of individual HR practices) that might facilitate employees’ creativity and eudaimonic well-being in the long term and, thus, the sustainability of these organizations. Thus, the aim of this study is to test the mediating role of idiosyncratic deals (i-deals) in the unfolding relationship between HR practices, eudaimonic well-being and creative performance. Using a longitudinal database (three waves), the hypotheses are tested using structural equations modeling. The results support the idea that HR practices function as an antecedent for i-deals. More specifically, i-deals fully mediate the relationship between HR practices and eudaimonic well-being. In turn, i-deals and eudaimonic well-being fully mediate the relationship between HR practices and creative performance, which suggests that, through i-deals, HR practices become more beneficial for both employees and employers. In conclusion, these results are important for sustainable HR development, because HR practices enhance i-deals, which increase well-being, enhancing performance in the long term.
Highlights
The knowledge-based economy and sustainable Human Resource Management (HRM) are paving the way for a new type of human resources management where employees’ task performance is no longer the only core result [1]
Our study contributes to the disentanglement of the black box between HR practices and employee outcomes by showing the mediator role of idiosyncratic deals in this relationship and the mediator role of eudaimonic well-being in the relationship between HR practices and creative performance
We considered that some HR practices may contribute directly to employees’ self-development, our results show that these practices only have a one-year lagged effect on eudaimonic well-being through their effect on increasing employees’ behaviors to proactively change and negotiate these practices
Summary
The knowledge-based economy and sustainable HRM are paving the way for a new type of human resources management where employees’ task performance is no longer the only core result [1]. Research reveals the need to attend to other performance and well-being indicators that might contribute strongly to employees’ sustainable development and organizational change, such as creative performance or eudaimonic well-being [2,3]. The current environment is prompting organizations to adapt and be more flexible with their HR practices [4], and it is pushing employees to play a more active role in managing their own careers [5]. This situation has changed the nature and characteristics of their psychological contracts [6], and it has led to the development of idiosyncratic deals (i-deals) between employers and employees. Organizations have to ensure that their HR practices are sustainable in the long term [8], generating synergies between proactive behaviors, performance and well-being
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