Connecting empowerment-focused HRM and labor productivity to work engagement

The mediating role of job demands and resources

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Integrating the strategic HRM literature with key aspects of the job demands-resources (JDR) model, we propose in this study that empowerment-focused HRM and labour productivity influence work engagement of employees by shaping task-related resources and demands. A total of 311 employees nested within 46 work units of a general hospital rated their task-related resources, demands and work engagement. The line managers from these work units rated the implemented empowerment-focused HR practices in, and the relative labour productivity of, their work unit. Results indicate that job variety positively mediates the influence of empowerment-focused HRM on work engagement. In addition, job demands negatively mediate the influence of labour productivity on work engagement. The findings shed light on the way empowerment-focused HRM and labour productivity influence work engagement and highlight the importance of taking into account key aspects of the JDR model (job demands and resources for employees during work) as mediating mechanisms.
Original languageEnglish
Pages (from-to)192–210
JournalHuman Resource Management Journal
Volume26
Issue number2
DOIs
Publication statusPublished - 2016

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Job demands
Work engagement
Job resources
Labour productivity
Empowerment
Employees
Resources
Job demands-resources model
Line managers
Key accounts
HR practices
Strategic HRM

Cite this

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title = "Connecting empowerment-focused HRM and labor productivity to work engagement: The mediating role of job demands and resources",
abstract = "Integrating the strategic HRM literature with key aspects of the job demands-resources (JDR) model, we propose in this study that empowerment-focused HRM and labour productivity influence work engagement of employees by shaping task-related resources and demands. A total of 311 employees nested within 46 work units of a general hospital rated their task-related resources, demands and work engagement. The line managers from these work units rated the implemented empowerment-focused HR practices in, and the relative labour productivity of, their work unit. Results indicate that job variety positively mediates the influence of empowerment-focused HRM on work engagement. In addition, job demands negatively mediate the influence of labour productivity on work engagement. The findings shed light on the way empowerment-focused HRM and labour productivity influence work engagement and highlight the importance of taking into account key aspects of the JDR model (job demands and resources for employees during work) as mediating mechanisms.",
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Connecting empowerment-focused HRM and labor productivity to work engagement : The mediating role of job demands and resources. / van de Voorde, F.C.; Veld, M.; van Veldhoven, M.J.P.M.

In: Human Resource Management Journal, Vol. 26, No. 2, 2016, p. 192–210.

Research output: Contribution to journalArticleScientificpeer-review

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AB - Integrating the strategic HRM literature with key aspects of the job demands-resources (JDR) model, we propose in this study that empowerment-focused HRM and labour productivity influence work engagement of employees by shaping task-related resources and demands. A total of 311 employees nested within 46 work units of a general hospital rated their task-related resources, demands and work engagement. The line managers from these work units rated the implemented empowerment-focused HR practices in, and the relative labour productivity of, their work unit. Results indicate that job variety positively mediates the influence of empowerment-focused HRM on work engagement. In addition, job demands negatively mediate the influence of labour productivity on work engagement. The findings shed light on the way empowerment-focused HRM and labour productivity influence work engagement and highlight the importance of taking into account key aspects of the JDR model (job demands and resources for employees during work) as mediating mechanisms.

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