Original citation:Alfes, Kerstin, Shantz, Amanda, Truss, Catherine and Soane, Emma (2013) A Moderated Mediation Model AbstractThis study contributes to our understanding of the mediating and moderating processes through which human resource management practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived human resource management practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader-member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.

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This article examines the role played by line managers in the link between HRM practices and individual performance outcomes. Drawing on social exchange theory, the authors test a mediated model linking perceived line manager behavior and perceived human resource management practices with employee engagement and individual performance. The study focuses on two self‐report measures of individual performance; task performance and innovative work behavior. Two studies with a total of 1,796 participants were conducted in service‐sector organizations in the United Kingdom and analyzed using structural equation modeling. The data reveal that perceived line manager behavior and perceived HRM practices are linked with employee engagement. In turn, employee engagement is strongly linked to individual performance and fully mediates the link between both perceived HRM practices and perceived line manager behavior and self‐report task performance (study 1), as well as self‐report innovative work behavior (study 2). The findings show the significance of the line manager in the HRM‐performance link, and the mediating role played by employee engagement. © 2013 Wiley Periodicals, Inc.

2 Mission and scopeThe conceptual development of employee engagement has been gaining momentum in many parts of the applied psychology literature and has recently found its way into debates within HRD. This article contributes to this burgeoning field by developing a model of engagement that is operationalized in a new 9-item measure: the Intellectual, Social, Affective Engagement Scale (ISA Engagement Scale). It fits with the objectives and scope of Human Resource Development International by presenting original material, contributing a new measure that operates at factor and facet levels, and making the ISA Engagement Scale available for use within business and academic communities. There are potential implications for HRD practices that enhance the experience of work and contribute to improved organisational outcomes.3 AbstractWe present a new measure for assessing employee engagement. We build on Kahn's (1990) theory and develop a model of engagement that has three requirements: a work-role focus, activation and positive affect. This model was operationalized in a new measure: the Intellectual, Social, Affective Engagement Scale (ISA Engagement Scale) comprising three facets: intellectual, social and affective engagement. Data from two studies showed that the scale and its sub-scales have internal reliability. There were associations with task performance, OCB and turnover intentions.Implications are provided for academic enquiry into the engagement process, and for HRD practices that enhance the experience of work.

Meaningful work has been defined as work that is personally enriching and that makes a positive contribution. There is increasing interest in how organizations can harness the meaningfulness of work to enhance productivity and performance. We explain how organizations seek to manage the meaningfulness employees experience through strategies focused on job design, leadership, HRM and culture. Employees can respond positively to employers' strategies aimed at raising their level of experienced meaningfulness when they are felt to be authentic. However, when meaningfulness is lacking, or employees perceive that the employer is seeking to manipulate their meaningfulness for performative intent, then the response of employees can be to engage in "existential labor" strategies with the potential for harmful consequences for individuals and organizations. We develop a model of existential labor, drawing out a set of propositions for future research endeavors, and outline the implications for HRM practitioners.