The effect of HRM attributions on emotional exhaustion and the mediating roles of job involvement and work intensification

Lileth Arevshatian, Kerstin Alfes, Amanda Shantz, Catherine Bailey

Research output: Contribution to journalArticlepeer-review

102 Citations (Scopus)

Abstract

Although some research suggests that perceptions of HRM practices are associated with lower levels of employee wellbeing, other research shows just the opposite. In the present study, we attempt to reconcile these discrepant findings by incorporating the role of HRM attributions. Our model posits that when employees perceive that their organisation's HRM practices are intended to improve their job performance, they experience higher levels of job involvement, which leads to lower levels of emotional exhaustion. Conversely, when employees believe that their organisation's HRM practices are intended to reduce organisational costs, they experience work overload, which translates into higher levels of emotional exhaustion. Parallel mediation analyses of survey data collected from employees of a construction and consultancy organisation at two time periods (n=180) supported this theoretical model.
Original languageEnglish
Pages (from-to)172-191
Number of pages20
JournalHUMAN RESOURCE MANAGEMENT JOURNAL
Volume26
Issue number2
Early online date6 Apr 2016
DOIs
Publication statusPublished - Apr 2016

Keywords

  • Attributions of HRM practices, Emotional exhaustion, Job involvement, Work overload

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