Despite continuing interest in employees' well‐being, there are still large gaps in our understanding of the mediating role this concept plays in the human resource management (HRM)–performance relationship. In addition, more insights as to how HRM is implemented by leaders are required, as studies largely center either on leadership or on HRM, with little research addressing how HRM and leadership jointly determine employees' well‐being and performance. This study examines the link between well‐being‐oriented human resource management (WBHRM) and performance in a sample of very large organizations, based on the job demands–resource model and social exchange theory. In addition, we explore the moderating role of middle managers' leadership in the relationship between WBHRM and employees' well‐being. The results reveal that engaging leadership behavior fosters genuine implementation of WBHRM and has a direct impact on employees' performance.

中文翻译：

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增强员工的幸福感和绩效的挑战：人力资源管理实践和领导层如何共同努力以实现这一目标

尽管人们一直对员工的福祉抱有兴趣，但我们对这一概念在人力资源管理（HRM）与绩效关系中所起的中介作用的理解仍然存在很大差距。此外，还需要更多关于领导者如何实施人力资源管理的见解，因为研究主要集中在领导力或人力资源管理上，而很少有研究涉及人力资源管理和领导力如何共同决定员工的福祉和绩效。这项研究基于工作需求-资源模型和社会交换理论，在一个非常大型的组织样本中研究了幸福导向的人力资源管理（WBHRM）与绩效之间的联系。此外，我们探讨了中层管理人员领导在WBHRM与员工福祉之间的关系中所起的调节作用。