Employee well‐being attribution and job change intentions: The moderating effect of task idiosyncratic deals

Abstract

We developed and tested a research model in which employee well‐being human resource (HR) attribution differentially influences the intention to change jobs across organizations (i.e., external job change intention) versus that within the same organization (i.e., internal job change intention). Furthermore, we posited that task idiosyncratic deals (I‐deals) moderated the relationships between employee well‐being HR attribution and external and internal job change intentions. Results indicated that employee well‐being HR attribution was negatively related to external job change intention, but positively related to internal job change intention. Further, task I‐deals significantly moderated the relationships between employee well‐being HR attribution and external and internal job change intention. Specifically, employee well‐being HR attribution played a less important role in reducing external job change intention when task I‐deals were high rather than low. On the other hand, high task I‐deals significantly strengthened the positive relationship between employee well‐being HR attribution and internal job change intention. Our study extends the careers literature by differentiating the impact of employee well‐being HR attribution on job change intentions within an organization compared with that across organizations and the important role of supervisors in enhancing or mitigating these effects.

The joint impact of HRM attributions and HRM system consistency on employee well-being: a two-wave study

“…According to the JDR model, the maintenance and accumulation of these job resources will enhance employee well-being because they (1) assist employees to accomplish job goals and fulfill personal needs; (2) reduce job obstacles and their negative physiological and psychological impacts and (3) promote individual development (Demerouti et al, 2001). In line with the theoretical reasoning, prior research showed that HRM well-being attributions are likely to improve happiness wellbeing, such as job satisfaction and organizational commitment (Nishii et al, 2008), attenuate health impairment costs, like job strain (Van De Voorde and Beijer, 2015) and reduce employees' turnover intentions (Lee et al, 2020). Therefore, we propose the following hypothesis:…”

“…It is possible that employees interpret that HR practices are in place to exploit them even when the content of these practices is designed to value human capital and promote their well-being. Accordingly, managers are advised to not only implement well-being-oriented HR practices but also realize the importance of communicating HR practices to employees in a clear and appropriate way (Lee et al, 2020). This will help employees to fully appreciate the well-beingoriented intention behind these practices.…”

A munkaerő-megtartás és a well-being kapcsolatának elemzése nemzetközi kutatásokban

“…A munkavállalói jóllét dimenziót összesen 8 tanulmány vizsgálta az alábbi faktorok segítségével: munkavállalói jóllét (Koon & Ho, 2021;Rahman et al, 2020), munkavállalói jóllét HR-attribúció (Lee et al, 2020), eudaimonikus jóllét (Kundi et al,2021), hedonikus jóllét (Kundi et al,2021), mentális jóllét (Bosle et al, 2021), szubjektív jóllét (Ko, 2021), jóllét (Wahab et al, 2021) és a munkahelyi jóllét (Aboobaker et al, 2019).…”

“…Rendszerezésünk alapján összesen négy cikk vizsgálta a maradási/távozási szándék témakörét a maradási szándék (Aboobaker et al, 2019;Ogbonnaya et al, 2018), a belső munkahelyváltási szándék (Lee et al, 2020), a külső munkahelyváltási szándék (Lee et al, 2020) és a kilépési szándék (Ko, 2021) tényezőkön keresztül.…”

Contextualizing employee perceptions of human resource management: a review of China‐based literature and future directions

“…There are three studies (Chen and Wang 2014; Lee et al. 2019; Sanders, Yang and Li 2019) based on the Chinese context to elucidate the employees’ HRM attributions. Nevertheless, they did not take a cross‐cultural perspective, since the attribution categories together with measurement scales were similar to the western‐based research.…”