Abstract
In today’s business world, the environment is changing rapidly. Employers need to rely upon their employees in order to produce long-term competitive advantage and sustainable performance. However, little research has investigated whether sustainable human resource management could prompt change-oriented behaviors in employees. By integrating the job demands–resources (JD-R) model and the proactive motivation model with the existing literature on sustainable human resource management, we explored the relationship between high-commitment work systems (HCWS) and the employees’ taking charge behaviors. Data from 352 employees of 96 organizations provided support for the positive effect of HCWS on the employees’ taking charge behaviors. The results of this study showed that HCWS affect the employees’ taking charge behaviors through their work engagement only when they felt a high level of impact. Based on these results, we not only provide several theoretical contributions to the literature on HCWS and taking charge, but also provide some practical suggestions for how to nurture change-oriented employees using sustainable human resource management within the organizations.
Highlights
The pursuit of sustainable performance and sustainable competitive advantage is always a hot topic for the practitioners and scholars alike
Among various forms of sustainable change-oriented behaviors, taking charge is critical for the sustainable performance of organizations because it “entails employees’ voluntary and constructive efforts to effect organizationally functional change with respect to how work is executed within the contexts of their jobs, work units, or organizations” [2], which is aimed at continued improvement
We aimed to explore the influence of sustainable human resource management on the change-oriented behaviors of employees
Summary
The pursuit of sustainable performance and sustainable competitive advantage is always a hot topic for the practitioners and scholars alike. Organizations are experiencing rapid changes in the business environment [1]. Organizations are increasingly relying on employees to detect and solve critical work problems and issues [3]. Determining how to elicit sustainable change-oriented behaviors from the employees has drawn increasing research interest [4,5]. Among various forms of sustainable change-oriented behaviors, taking charge is critical for the sustainable performance of organizations because it “entails employees’ voluntary and constructive efforts to effect organizationally functional change with respect to how work is executed within the contexts of their jobs, work units, or organizations” [2], which is aimed at continued improvement
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