Research on employee engagement has demonstrated that human resource management (HRM) practices and systems are positively related to employee engagement. However, it is not clear what HRM practices or system of practices is most important for employee engagement or the theoretical mechanisms that intervene and explain the link between HRM and employee engagement. In this paper, I provide answers to these two important questions by developing a model of caring HRM and employee engagement based on the engagement, organizational climate, and strategic HRM literatures. The model indicates that a system of caring HRM practices (job design, training and development, flexible work arrangements, work-life balance, participation in decision making, health and safety, career development, and health and wellness programs) will result in an organizational climate of care and concern for employees that employees will respond to by caring for the organization which they will enact with higher levels of engagement. This model provides many avenues for future research and practice on HRM and employee engagement and introduces the notion of a caring HRM system and an organizational climate of care and concern for employees to the literature on employee engagement.

对员工敬业度的研究表明，人力资源管理 (HRM) 实践和系统与员工敬业度呈正相关。然而，目前尚不清楚哪些 HRM 实践或实践体系对员工敬业度最重要，或者干预和解释 HRM 与员工敬业度之间联系的理论机制。在本文中，我通过开发基于敬业度、组织氛围和战略 HRM 文献的关爱 HRM 和员工敬业度模型来回答这两个重要问题。该模型表明，一个关爱人力资源管理实践的系统（工作设计、培训和发展、灵活的工作安排、工作与生活的平衡、参与决策、健康和安全、职业发展、和健康计划）将营造一种关心和关心员工的组织氛围，员工将通过关心他们将以更高的参与度制定的组织来回应这种氛围。该模型为未来关于人力资源管理和员工敬业度的研究和实践提供了许多途径，并将关爱人力资源管理系统的概念以及关爱员工的组织氛围引入到员工敬业度的文献中。