Wang Xiaochen
School of Business Administration, Zhejiang Gongshang University, Hangzhou, China.
Front Psychol. 2020 Dec 18;11:564444. doi: 10.3389/fpsyg.2020.564444. eCollection 2020.
The long-term success of organizations is mainly attributable to employees' psychological health. Organizations focusing on promoting and managing the flow (an optimal experience and optimal functioning state) may enhance employees' well-being and performance to an optimum level. Surprisingly, the literature representing the role of HRM practices for their effect on work-related flow (i.e., intrinsic motivation, absorption, and work enjoyment) is very sparse. Accordingly, by drawing primarily on the job demands-resources model and HRM specific attribution theory, this paper develops a theoretical framework that unravels the effectiveness of specific organizational level High Involvement HRM (HIHRM) practices (i.e., recognition, empowerment, information sharing, fair rewards, and competence development) in activating the individual level work-related flow with beneficial effect and mediating role of affective commitment. In addition to highlighting the underlying mechanisms that may cause HIHRM practices to be regarded as resources and sometimes as demands, this paper especially proposes that these practices implemented with a focus to promote employee well-being are perceived as job resources and may positively influence affective commitment and flow, whereas these practices used as a demand to increase performance are perceived as job demands and may hinder affective commitment and flow. It is further significant to understand the possible moderating effects of emotional intelligence on the relationships among HIHRM practices, affective commitment, and flow. The paper augments the knowledge and understanding of the impact process of HIHRM practices, in particular how the HIHRM effect is sensed by the workers and thus, influences their succeeding job attitude and work experience. Finally, this work, as the first paper to link HIHRM practices with work-related flow, promotes the concept of positive psychology in the workplace.
组织的长期成功主要归因于员工的心理健康。专注于促进和管理心流（一种最佳体验和最佳功能状态）的组织可能会将员工的幸福感和绩效提升到最佳水平。令人惊讶的是，关于人力资源管理实践对与工作相关的心流（即内在动机、专注度和工作乐趣）影响的文献非常稀少。因此，本文主要借鉴工作要求-资源模型和人力资源管理特定归因理论，构建了一个理论框架，以揭示特定组织层面的高参与度人力资源管理（HIHRM）实践（即认可、赋权、信息共享、公平奖励和能力发展）在激活个体层面与工作相关的心流方面的有效性，以及情感承诺的中介作用。除了强调可能导致HIHRM实践被视为资源有时又被视为要求的潜在机制外，本文特别提出，以促进员工幸福感为重点实施的这些实践被视为工作资源，可能会对情感承诺和心流产生积极影响，而将这些实践用作提高绩效的要求时，则被视为工作要求，可能会阻碍情感承诺和心流。进一步了解情商对HIHRM实践、情感承诺和心流之间关系的可能调节作用也具有重要意义。本文增加了对HIHRM实践影响过程的认识和理解，特别是员工如何感知HIHRM效应，从而影响他们后续的工作态度和工作体验。最后，这项工作作为第一篇将HIHRM实践与工作相关心流联系起来的论文，促进了职场中积极心理学的概念。
