High-performance human resource practices and employee well-being: the role of networking and proactive personality

Abstract

Drawing on the social capital theory, the present study examined the relationship between high-performance human resource practices (HPHRP) and individual well-being, as well as its mechanism and boundary conditions in China. With a sample of 4,395 employees from 437 companies, the results of hierarchical linear modeling revealed that employee networking mediated the relationship between HPHRP and well-being. Moreover, the positive effect of networking on well-being was enhanced under high levels of proactive personality. By exploring the relationship between HPHRP and well-being through a networking perspective and incorporating individual factors into the research model, the present study provides a clearer picture of when and how HPHRP works in the Chinese context. Implications for the literature and managerial practices were discussed.