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Original Research ARTICLE Provisionally accepted The full-text will be published soon. Notify me

Front. Psychol. | doi: 10.3389/fpsyg.2019.02518

Understanding the contribution of HRM bundles for employee outcomes across the life-span

 Klaske Veth1, 2*,  Hubert Korzilius2,  Beatrice Van Der Heijden2, 3, 4, 5, 6, Ben Emans7 and  Annet La3, 8
  • 1Hanze University of Applied Sciences, Netherlands
  • 2Radboud University Nijmegen, Netherlands
  • 3Open University of the Netherlands, Netherlands
  • 4Ghent University, Belgium
  • 5Hubei University, China
  • 6Kingston University, United Kingdom
  • 7University of Groningen, Netherlands
  • 8HAN University of Applied Sciences, Netherlands

Using the Job Demands-Resources model literature and the life-span theory as scholarly frameworks, we examined the effects of job demands and job resources as mediators in the relationship between bundles of used HRM practices and employee outcomes. In addition, we tested for age differences in our research model. Findings confirmed the hypothesized original 2-factor structure representing maintenance and development HRM practices. Structural Equation Modeling analyses showed that the maintenance HRM bundle related directly and negatively to employee outcomes, without moderating effects of age. However, job resources appeared to mediate this relationship in a positive way as it also did for the development HRM bundle. Whereas this study showed the ‘driving power’ of the actual use of HRM bundles through job resources, regardless of the employee’s age, this study also suggests a ‘dark side’ of HRM. In particular, we found that development HRM bundles may also increase job demands, which, in turn, may result in lower levels of beneficial employee outcomes. These empirical outcomes demonstrate the strength of the driving power eliciting from job resources preceded by any HRM bundle. Moreover, this effect appears to apply to employees of all ages. Our moderated-mediation model appeared robust for several control variables. Overall, this study provides an extension of the well-known Job Demands-Resources model by including maintenance and development bundles of HRM practices used by employees that have a differential effect on job demands and job resources which in turn have an impact on employee outcomes.

Keywords: Human resource (HR) management, HRM bundles, employee outcomes, job demands, Job resources

Received: 29 May 2019; Accepted: 24 Oct 2019.

Copyright: © 2019 Veth, Korzilius, Van Der Heijden, Emans and La. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

* Correspondence: Prof. Klaske Veth, Hanze University of Applied Sciences, Groningen, Netherlands, k.n.veth@pl.hanze.nl