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ORIGINAL RESEARCH article

Front. Psychol.
Sec. Organizational Psychology
Volume 15 - 2024 | doi: 10.3389/fpsyg.2024.1452848

"Bend so you don't break!": A Longitudinal Moderated Mediation Study on Human Resources Management Practices, Humility, Psychological Well-being, and Job Performance

Provisionally accepted
Annick Parent-Lamarche Annick Parent-Lamarche 1*Julie Dextras-Gauthier Julie Dextras-Gauthier 2
  • 1 Université du Québec à Trois-Rivières, Trois-Rivières, Canada
  • 2 Laval University, Quebec, Quebec, Canada

The final, formatted version of the article will be published soon.

    This study aims to examine the mediating role of psychological well-being in the relationships between human resources management practices and job performance. Also, this study aims to assess the moderating role of humility on these relationships. Multiple regression, mediation, and moderation analyses were conducted with MPlus software on a sample of 569 workers who filled out a questionnaire at both Time 1 and Time 2. Both data collections took place between April 20, 2022, and May 2, 2022, for Time 1, and between June 20, 2022, and July 3, 2022, for Time 2. Data were collected through the Leger Opinion (LEO) online panel, with respondents required to be workers. We found that psychological well-being at T1 did not play a mediating role between human resources management practices at T1 and job performance at T2. Also, humility did not moderate the relationships between human resources management practices at T1 and psychological well-being at T1 but did significantly moderate the longitudinal relationships between human resources management practices at T1 (i.e., dotation, formation, career management, autonomy, occupational health and safety, diversity management, indirect compensation, flexibility, performance management), and job performance at T2. For all significant interactions, the results indicated that when humility was high, the longitudinal effect of good human resources management practices led to high in-role job performance.

    Keywords: Human resources management practices, Humility, psychological well-being, job performance, Longitudinal

    Received: 21 Jun 2024; Accepted: 01 Oct 2024.

    Copyright: © 2024 Parent-Lamarche and Dextras-Gauthier. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

    * Correspondence: Annick Parent-Lamarche, Université du Québec à Trois-Rivières, Trois-Rivières, Canada

    Disclaimer: All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article or claim that may be made by its manufacturer is not guaranteed or endorsed by the publisher.