The relationship between perceived high‐performance work systems, combinations of human resource well‐being and human resource performance attributions and engagement

Abstract

Abstract Research has demonstrated that employees' human resource (HR) attributions are relevant in influencing individual and organisational outcomes. This paper adds to the literature by exploring the extent to which employees' perceptions of the presence of high‐performance work systems (HPWS) are related to HR well‐being and HR performance attributions. Drawing from the employment relationship literature and the job demands–resources model, we further suggest that both HR attributions interact to jointly influence engagement. Survey data from 484 employees largely confirm our interactive dual‐mediation model, indicating that HPWS are positively and significantly associated with both HR attributions. Our findings also support our hypothesised interactive effect of HR well‐being and HR performance attributions on engagement and a conditional indirect effect of HPWS on engagement via the interactive effect. The paper contributes to the strategic HR literature by focussing on the antecedents of HR attributions and by considering their interactive effect on employee outcomes.

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