روش های HR و عملکرد کارکنان: نقش واسطه گری کار خوب HR practices and employee performance: the mediating role of well-being

The impact that different dimensions of human resource (HR) practices have on employee performance has attracted a lot of attention in the human resource management (HRM) literature over the past 25 years (Van De Voorde and Beijer, 2015). In the past two decades, researchers also began to focus more directly on employee-centered outcomes such as employee well-being and to look more closely at the effect that HR practices have on employee well-being (e.g. Jiang et al., 2012). The role of employee well-being as a mechanism through which HR practices affect employee performance has also been studied (Fisher, 2010; Van De Voorde and Beijer, 2015). The empirical evidence regarding the trilateral relationships between HRM, employee wellbeing and employee performance demonstrates that HRM has a positive effect on the different dimensions of employee performance due to the creation of positive employee happiness effects (Devonish, 2013; Jiang et al., 2012; Van De Voorde et al., 2012). However, some studies indicate that HR practices may trigger higher levels of stress, burnout, exhaustion and work intensification, which are elements that negatively affect employee physical well-being (Alfes et al., 2012; Grant et al., 2007; Jackson et al., 2014; Pawar, 2016; Van De Voorde et al., 2012). HR practices may thus benefit employee performance and one type of employee well-being, while damaging another dimension of employee well-being. These findings voice the possibility of complex patterns of trade-offs between HRM, different dimensions of employee well-being and employee performance. However, despite growing indications of the existence of trade-offs, many questions remain (Boxall et al., 2016; Paauwe, 2009; Peccei et al., 2013). Hence, this study contributes to the discussion by investigating how different dimensions of HR practices are associated with different dimensions of employee performance. Particularly, it draws on the Ability (A), Motivation (M), Opportunity (O) model (AMO model) (Appelbaum et al., 2000), examining the effect of the perceived use of the skill-, motivationand opportunity-enhancing HR practices (Lepak et al., 2006) on in-role and innovative job performance (Fu et al., 2015; Muñoz-Pascual and Galende, 2017; Patel et al., 2013). In line with the social exchange perspective (Blau, 1964), this study also explores the mediating role of the different dimensions of employee well-being in the association between the perceived use of the different dimensions of HR practices and the different dimensions of employee performance (Figure 1 depicts the conceptual model). As the study focuses on such dimensions of employee well-being as psychological, physical and social well-being (Grant et al., 2007; Pawar, 2016; Van De Voorde et al., 2012),