Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management 2019, available online: https://www.tandfonline.com/doi/full/10.1080/09585192.2016.1226191
Accepted author manuscript, 442 KB, PDF document
Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Job demands-resources
T2 - International Association for Chinese Management Research conference
AU - Huang, Qihai
AU - Xing, Yijun
AU - Gamble, Jos
N1 - This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management 2019, available online: https://www.tandfonline.com/doi/full/10.1080/09585192.2016.1226191
PY - 2019/6/1
Y1 - 2019/6/1
N2 - Organisational resilience can be promoted through human resource management (HRM) practices that enhance individual employees’ well-being and ability to cope with adversity. However, the extant literature tends to neglect the influence of gender on employee well-being and resilience. Shop floor employees in retail stores often undertake demanding roles, characterised by considerable pressure and low pay, and attendant high levels of employee turnover. Drawing on the job demands–resources model, by analysing data collected from 697 employees at foreign-invested retail stores in China, this paper found that workload and employee participation in decision-making had a similar impact on the well-being of both male and female employees. However, the impact of job security and emotional demands on employees differed by gender. This paper extends the job demands–resources model by articulating the influence of gender on employee well-being. Additionally, its empirical insights, drawn from an emerging economy context, enable a contribution to the literature on employee well-being and resilience. Relevant implications for HRM and resilience are discussed.
AB - Organisational resilience can be promoted through human resource management (HRM) practices that enhance individual employees’ well-being and ability to cope with adversity. However, the extant literature tends to neglect the influence of gender on employee well-being and resilience. Shop floor employees in retail stores often undertake demanding roles, characterised by considerable pressure and low pay, and attendant high levels of employee turnover. Drawing on the job demands–resources model, by analysing data collected from 697 employees at foreign-invested retail stores in China, this paper found that workload and employee participation in decision-making had a similar impact on the well-being of both male and female employees. However, the impact of job security and emotional demands on employees differed by gender. This paper extends the job demands–resources model by articulating the influence of gender on employee well-being. Additionally, its empirical insights, drawn from an emerging economy context, enable a contribution to the literature on employee well-being and resilience. Relevant implications for HRM and resilience are discussed.
KW - Resilience
KW - well-being
KW - job demands–resources model
KW - gender
KW - retail
KW - China
KW - HRM
U2 - 10.1080/09585192.2016.1226191
DO - 10.1080/09585192.2016.1226191
M3 - Journal article
VL - 30
SP - 1323
EP - 1341
JO - The International Journal of Human Resource Management
JF - The International Journal of Human Resource Management
SN - 0958-5192
IS - 8
Y2 - 18 June 2016 through 22 June 2016
ER -