The purpose of this paper is to examine the mediation role of psychological ownership for the organization (PO-O) in the relationships between human resource management (HRM) bundle and job satisfaction, affective commitment and job performance.
Based on multilevel data analysis, 705 employees from 162 small- and medium-sized enterprises in China, this study adopted an empirical design.
PO-O mediates the relationships between HRM bundle and job satisfaction, affective commitment and job performance.
These findings highlight the importance of HRM bundle to contribute to employees’ feelings of ownership for the organization and their well-being and job performance. Longitudinal design and multiple sources at multi-stage for data collection in future research would be required for the further understanding of the relationships between the variables of this study. A single organizational and cultural context is not sufficient; broader testing in different organizational and cultural contexts is required.
Managers should develop employees’ feeling of ownership by using HRM bundle. They can thus gain a competitive advantage by enhancing employees’ skills, knowledge and abilities, as well as improving their well-being and performance.
This study extends the current literature by providing theoretical and empirical explanations of the mediating role of psychological ownership in the HRM bundle-employee outcomes relationship using a cross-level research design.
This research was supported by the Guangzhou education scientific research project, China (grant no. 1201554200), the PhD Start-up Fund of Natural Science Foundation of Guangdong Province, China (grant no. 2015A030310192), the Ministry of Education in China Project of Humanities and Social Sciences (grant no. 15YJC630072) and the National Natural Science Foundation of China (grant no. 71502043).
Liu, F., Chow, I.H.-S., Xiao, D. and Huang, M. (2017), "Cross-level effects of HRM bundle on employee well-being and job performance: The mediating role of psychological ownership", Chinese Management Studies, Vol. 11 No. 3, pp. 520-537. https://doi.org/10.1108/CMS-03-2017-0065
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