High Commitment HRM and Employee Well-being: The Mediating Role of Work Engagement and the Moderating Influence of Supportive Leadership

Ayesha Tariq; Maryam Gull; Fatima  Shahid; Sobia Hassan; Asena  Boztaş

doi:10.62270/jirms.v7i2.159

Authors

Ayesha Tariq Department of Management Sciences, Lahore College for Women University (LCWU), Lahore, Pakistan https://orcid.org/0009-0006-8420-9697
Maryam Gull Department of Management Sciences, Lahore College for Women University (LCWU), Lahore, Pakistan https://orcid.org/0000-0001-5077-6729
Fatima Shahid Department of Management Sciences, Lahore College for Women University (LCWU), Lahore, Pakistan https://orcid.org/0009-0000-9281-7082
Sobia Hassan Department of Public Administration, Lahore College for Women University (LCWU), Lahore, Pakistan. https://orcid.org/0000-0001-6117-6905
Asena Boztaş Department of International Trade and Finance, Sakarya Uygulamalı Bilimler Üniversitesi, Türkiye https://orcid.org/0000-0002-3216-3010

DOI:

https://doi.org/10.62270/jirms.v7i2.159

Keywords:

High Commitment HRM, Work engagement, Employee’s well-being, Supportive leadership, (JD-R) theory

Abstract

Purpose— The enrichment of employee well-being is a crucial aspect of high-commitment HRM in the context of the hospitality sector. This study examined work engagement as a mediator between the relationship of high-commitment human resource management practices and employee well-being. Furthermore, the role of supportive leadership as a moderator is examined based on job demands-resources theory.

Study Design/methodology/approach—The data were collected from the employees of Pakistan hotel industry with the cross-sectional survey approach. It was analyzed with SPSS and Hayes ' PROCESS macro with a quantitative survey design.

Findings—The findings reveal that high-commitment human resource management practices were positively related to work engagement and to employee well-being. The indirect effect of high-commitment human resource management practices on well-being through work engagement was positive and significant, thus supporting the mediation. The high-commitment human resource management practices and supportive leadership interaction was, however, non-significant, and the moderation hypothesis was therefore not supported.

Practical Implications—Hotel managers are encouraged to invest in high-commitment human resource management practices to maintain a healthy frontline workforce. Supportive leadership may play an imperative role in strengthening the relationship between high-commitment human resource management practices and work engagement.

Originality/Value—This study contributes to the prior literature by bridging the gap and offering practical insights for organizations to design high-commitment human resource management practices that promote employee well-being through the mediation of work engagement.

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