Research has demonstrated that employees' human resource (HR) attributions are relevant in influencing individual and organisational outcomes. This paper adds to the literature by exploring the extent to which employees' perceptions of the presence of high-performance work systems (HPWS) are related to HR well-being and HR performance attributions. Drawing from the employment relationship literature and the job demands-resources model, we further suggest that both HR attributions interact to jointly influence engagement. Survey data from 484 employees largely confirm our interactive dual-mediation model, indicating that HPWS are positively and significantly associated with both HR attributions. Our findings also support our hypothesised interactive effect of HR well-being and HR performance attributions on engagement and a conditional indirect effect of HPWS on engagement via the interactive effect. The paper contributes to the strategic HR literature by focussing on the antecedents of HR attributions and by considering their interactive effect on employee outcomes.

Paradoxical leadership behaviour (PLB) represents an emerging leadership construct that can help leaders deal with conflicting demands. In this paper, we report three studies that add to this nascent literature theoretically, methodologically, and empirically. In Study 1, we validate an effective short‐form measure of global PLB using three different samples. In Studies 2 and 3, we draw on the job demands–resources model to propose that paradoxical leaders promote followers’ work engagement by simultaneously fostering follower goal clarity and work autonomy. The results of survey data from Studies 2 and 3 largely confirm our model. Specifically, our findings show that PLB is positively associated with follower goal clarity and work autonomy, and that PLB exerts an indirect effect on work engagement via these variables. Moreover, our results support a hypothesized interaction effect of goal clarity and work autonomy to predict followers’ work engagement, as well as a conditional indirect effect of PLB on work engagement via the interactive effect. We discuss the practical implications for leaders and organizations. Practitioner points To effectively engage followers in their work, leaders should create work environments in which followers know exactly what to do (i.e., have high goal clarity), but at the same time can determine on their own how to do their work (i.e., have high work autonomy) To foster both goal clarity and work autonomy, leaders should combine communal (e.g., other‐centred, flexibility‐providing) and agentic aspects of leadership (e.g., maintaining decision control and enforcing performance standards). HR departments should design leadership trainings that help leaders to combine seemingly opposing, yet ultimately synergistic behaviours.

Meaningfulness of work has been heralded as one of the most important drivers of individual and organizational outcomes. However, the extent to which this critical psychological state manifests itself in the workplace and contributes to positive job performance is not yet fully understood. In this article, we draw from broaden-andbuild theory to suggest that meaningfulness enhances employees' promotive voice behaviors, which in turn are positively related to job performance ratings by their leaders. We also suggest that leader-member relationships strengthen this mediational process. An analysis of survey data of 249 employees with matched lagged performance appraisal data supported our hypotheses. This study is important because it demonstrates that meaningfulness is not only associated with positive attitudinal responses and individual well-being, but also holds value for organizations in that it fosters desirable workplace behaviors such as job performance.

While research on organizational aspects designed to enhance volunteer attitudes has grown over time, we still lack knowledge on the mechanisms that explain these relationships and are specific to the volunteering context. In the present study, we draw on social identity theory to explore how two organizational characteristics relating to a nonprofit organization’s (NPO) nature (volunteers’ organizational vision acceptance) and nurture (volunteers’ perception of organizational support) interact to promote volunteers’ engagement and retention. Findings from a survey of 1,355 volunteers in a German environmental NPO show that the relationship between perceived organizational support and both volunteer outcomes is mediated by organizational identification and moderated by volunteers’ acceptance of organizational vision. We contribute to research on the professionalization of volunteer management by highlighting the importance of volunteers’ acceptance of their NPO’s vision for their engagement and intention to leave.

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