The effect of HRM attributions on emotional exhaustion and the mediating roles of job involvement and work intensification

Arevshatian, Lileth, Alfes, Kerstin, Shantz, Amanda and Bailey, Catherine (2016) The effect of HRM attributions on emotional exhaustion and the mediating roles of job involvement and work intensification. Human Resource Management Journal, 26 (2). pp. 172-191. ISSN 0954-5395

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Abstract

Although some research suggests that perceptions of HRM practices are associated with lower levels of employee wellbeing, other research shows just the opposite. In the present study, we attempt to reconcile these discrepant findings by incorporating the role of HRM attributions. Our model posits that when employees perceive that their organisation’s HRM practices are intended to improve their job performance, they experience higher levels of job involvement, which leads to lower levels of emotional exhaustion. Conversely, when employees believe that their organisation’s HRM practices are intended to reduce organisational costs, they experience work overload, which translates into higher levels of emotional exhaustion. Parallel mediation analyses of survey data collected from employees of a construction and consultancy organisation at two time periods (n=180) supported this theoretical model.

Item Type: Article
Keywords: Attributions of HRM practices, Emotional exhaustion, Job involvement, Work overload
Schools and Departments: School of Business, Management and Economics > Business and Management
Subjects: H Social Sciences > HF Commerce > HF5001 Business > HF5549 Personnel management. Employment management
Depositing User: Katie Bailey
Date Deposited: 10 Dec 2015 10:51
Last Modified: 08 Mar 2017 03:31
URI: http://sro.sussex.ac.uk/id/eprint/58787

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