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Based on the socioemotional selectivity theory, this study aims to explore the differential influences of control and commitment human resource (HR) practices on employee job crafting as well as the mediating role of occupational future time perspective (OFTP).

This study used a two-wave design to survey 53 HR managers and 339 employees of 53 Chinese firms. The hypotheses were tested by conducting multilevel structural equation modeling in Mplus 7.4.

The results show that control HR practices are negatively related to job crafting, while commitment HR practices are positively related to job crafting. Further, control HR practices are negatively associated with the remaining opportunities dimension of OFTP, whereas commitment HR practices are positively associated with remaining opportunities. However, both types of HR practices have no significant relationship with the remaining time dimension of OFTP. Finally, remaining opportunities mediate the relationships between both types of HR practices and job crafting.

Managers should be aware of how to promote or inhibit employee job crafting by implementing different HR practices.

This study contributes to the job crafting research by demonstrating that the relationship between HR practices and job crafting depends on the type of HR practices in use, as well as contributing to OFTP research by showing that different types of HR practices have differential relationships with the remaining opportunities dimension of OFTP.

Based on social exchange theory and the substitutes for leadership theory, this paper aims to investigate whether an organization’s high-commitment HRM strategy can substitute for the effect of servant leadership in promoting employees’ affective commitment, psychological empowerment and intent to remain with the organization.

This study’s hypotheses were tested with moderation and mediation analyses conducted on a sample of 172 Chinese employees.

The results show significant negative interaction effects between high-commitment HRM systems and servant leadership, such that high levels of one will reduce the positive effect of the other on affective commitment and psychological empowerment. Further, the effects of high-commitment HRM systems and servant leadership on turnover intentions are mediated through affective commitment and psychological empowerment. Finally, support was found for a mediated moderation model where the negative interaction effect between high-commitment HRM systems and servant leadership on turnover intentions is mediated through affective commitment.

The results of this study can help practitioners identify alternative means to influence employees’ positive attitudes and work motivation when implementing high-commitment HRM systems is not feasible for the organization.

This study contributes to the leadership literature by providing evidence supporting the substitutes for leadership theory and describing the specific conditions under which this theory is valid, as well as contributing to the HRM literature by examining the dynamic interaction of HRM and leadership.