How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting

Abstract

In this study, we examine whether the relationship between employees’ perceptions of human resource management (HRM) and work engagement is mediated by job crafting. Using conservation of resources (COR) theory, we propose that HR practices offer job resources which employees reinvest by displaying job crafting behaviours. Since job crafting involves the pro-active redesign of job characteristics by employees, this study advances the idea that employees are pro-active in their response to HRM and translate perceived HRM practice into attitudinal outcomes through displaying pro-active behaviour. In support of this idea, our results show that the relationship between perceived HRM and work engagement is fully mediated by the job crafting type ‘increasing job resources and challenging job demands’. The job crafting type ‘decreasing hindering job demands’ turned out to be insignificantly related to both employee perceptions of HRM and work engagement.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 190 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.