The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership

Abstract

Purpose

Drawing on conservation of resources (COR) theory, this study examined the effect of developmental human resource (HR) practices on employee workplace procrastination and investigated the mediation effect of boredom at work and the moderation effects of exploitative leadership and self-leadership.

Design/methodology/approach

Data were collected from 443 employees across companies in China. Hypotheses were tested using hierarchical regression analysis and indirect effect testing via bootstrapping in SPSS and Mplus.

Findings

This study found that developmental HR practices were negatively related to employee workplace procrastination and that boredom at work mediated the relationship between developmental HR practices and employee workplace procrastination. Moreover, exploitative leadership strengthened the negative relationship between developmental HR practices and boredom at work, whereas self-leadership weakened the positive relationship between boredom at work and employee workplace procrastination. The indirect relationship between developmental HR practices and employee workplace procrastination through boredom at work was moderated by exploitative leadership and self-leadership.

Originality/value

This study extended the literature on the antecedents of employee workplace procrastination. Moreover, by investigating the mediation effect of boredom at work, this study extended the underlying mechanism by which developmental HR practices affect subsequent employee outcomes. Finally, by testing the moderation effect of exploitative leadership and self-leadership, respectively, this study offered insights into the boundary conditions resultant from developmental HR practices.

Citation

Jian, H., He, B. and Sun, X. (2024), "The impact of developmental human resource practices on employee workplace procrastination: the moderating role of exploitative leadership and self-leadership", Leadership & Organization Development Journal, Vol. 45 No. 8, pp. 1548-1567. https://doi.org/10.1108/LODJ-12-2023-0662