Optimizing human resource strategies
Investigating the dynamics of high-performance practices, psychological empowerment, and responsible leadership in a moderated-mediation framework
Bibliographic Data
| ID | 21284094 |
|---|---|
| Authors | Uzma Sarwar (0000-0002-2592-6497, Huanggang Normal University), Muhammad Kashif Aslam (0000-0001-6939-9601, Islamia University of Bahawalpur), Salman Ali Khan (0000-0001-5307-5151, University of Technology Malaysia), Shen Shenglin (corresponding author) |
| Year | 2024 |
| Volume | 248 |
| Pages | 104385 |
| Publication date | 2024-08-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Acta Psychologica (JOURNAL) |
| Journal identifiers | ISSN: 0001-6918 • E-ISSN: 1873-6297 |
| Publisher | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.actpsy.2024.104385 |
| PMID | 38968810 |
| OpenAlex | W4400314667 |
| Language | EN |
| Citations received | 2 |
| References cited | 75 |
Even though existing literature frequently finds High Performance Human Resource Practices' (HPHRPs) positive impact on job performance in organizational setting, still it remains short to study unexplored underlying methods by which High Performance Human Resource Practices (HPHRPs) affect employee job performance. This gap is filled by our research, which proposes psychological empowerment as a mediator in the aforementioned relationship. Based on signaling theory, the present study examines the mediating role of psychological empowerment (PE) in the relationship between high-performance human resource practices (HPHRPs) and job performance (JP). In addition, this study tests the interactive effect of HPHRPs and responsible leadership on psychological empowerment. Data were collected in three waves from representative sample of education sector employees and their supervisors (T1-557, T2-342, T3-210 responses) in Pakistan. The hypotheses were evaluated using the PROCESS macro with SPSS to measure moderated-mediated relationships. The findings of the study reveal that HPHRPs positively influence employee performance through psychological empowerment. Responsible leadership positively moderates HPHRPs' effects on psychological empowerment. Furthermore, responsible leadership moderates the mediated relationship such that this positive indirect effect is stronger for individuals possessing low levels of responsible leadership. Our study is the first of its type to investigate whether a responsible leader may moderate the indirect impact of HPHRPs on JP through psychological empowerment. The findings carry critical implications for the practitioners and academics to devise interventions for better work environments
Dynamics (music) · Empowerment · Knowledge management · Mediation · Moderated mediation · Political science · Resource (disambiguation) · Sociology · Computer Science · Conflict Management and Negotiation · Human Resource Development and Performance Evaluation · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology
Unlocking the black box
Bootstrapping and PLS-SEM
Antecedents and consequences of psychological and team empowerment in organizations
The Role of Followers in the Charismatic Leadership Process
Gender differences in ethical perceptions of business practices
The Contributions of the Economics of Information to Twentieth Century Economics
The Work Design Questionnaire (WDQ)
The impacts of perceived organizational support and psychological empowerment on job performance
Responsible Leadership, Stakeholder Engagement, and the Emergence of Social Capital
The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors
Empowering Employee Sustainability
Signaling Theory
Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors
When to use and how to report the results of PLS-SEM
Sources of Method Bias in Social Science Research and Recommendations on How to Control It
Psychological Conditions of Personal Engagement and Disengagement at Work.
The little engine that could
HPWS and knowledge sharing behavior
A meta‐analysis of empowerment and voice as transmitters of high‐performance managerial practices to job performance
Social Role Theory and the Perceived Gender Role Orientation of Athletes
Job Market Signaling
Responsible Leadership in a Stakeholder Society - A Relational Perspective
| Unique citing works | 2 |
|---|---|
| Citations per year | 2 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 2 |