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Although substantive research has devoted increasing attention to variability in human resource practices at the organization, group, and individual levels, the critical role of line managers' leadership in predicting this variability in the human resource management delivery and implementation process has been overlooked. Drawing from social information processing theory and human resource (HR) attributions theory, this study proposes that authentic leadership moderates the positive relationship between department-level high-performance work systems and employee-perceived high-performance work systems. Moreover, employee-perceived high-performance work systems can enhance employees' thriving at work through commitment-focused HR attributions (well-being and performance). Analyzing the matched data from 145 departments and 834 employees, we found that the extent to which departmentlevel high-performance work systems are positively related to employee-perceived high-performance work systems depends on authentic leadership within departments. We also found that employee-perceived high-performance work systems will result in commitment-focused HR attributions (well-being and performance), which in turn motivate employees to thrive at work. This study sheds light on whether and how line managers' leadership influences the HR management process.

Given that thriving at work has been shown to be positively related to favorable outcomes, such as increased performance, proactivity, and creativity, it has received increasing attention in current literature. However, knowledge about whether and how high-performance work systems elicit thriving at work remains limited. Thus, drawing on HRM system strength theory and the socially embedded model of thriving at work, this study identifies the mediating role of developmental climate and the moderating role of high-performance work systems consensus. By integrating human resource (HR) content and HR process perspectives, our study provides a complete and nuanced picture to understand the HR systems-outcomes linkage.

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PurposeAlthough prior research has documented substantive knowledge of the benefits of high-performance work systems (HPWS), results regarding both sides of HPWS are inconsistent. To reconcile these inconsistencies, the authors identified two specific HR attributions—employee well-being HR attribution and performance HR attribution, and examined their roles in the relationship between team-level HPWS and employees' thriving at work and emotional exhaustion.Design/methodology/approachThe authors collected multi-source data from 36 team leaders and 181 individuals. Given the nested nature of the data, the authors used Mplus 7.4 to conduct multilevel structural equation modeling for hypothesis testing.FindingsThe results showed that team-level HPWS and employee well-being HR attribution interact to affect psychological availability, which subsequently promotes thriving at work. However, team-level HPWS and employee performance HR attribution do not interact to influence role overload/psychological availability; team-level HPWS and employee well-being HR attribution do not interact to affect role overload.Originality/valueCurrent literature has overlooked identifying key contingencies for both sides of HPWS effects on employee outcomes. Therefore, this study developed a mediated moderation model and incorporated HR attributions to explore two distinct pathways by which HPWS affects employees' thriving at work and emotional exhaustion. The present study helps to reconcile the inconsistent findings regarding the HPWS double-edged sword nature. In addition, the authors focused on HPWS at the team level, which is also underexplored in the existing HPWS research.