Demands or Resources? The Relationship Between HR Practices, Employee Engagement, and Emotional Exhaustion Within a Hybrid Model of Employment Relations

Edel Conway*, Na Fu, Kathy Monks, Kerstin Alfes, Catherine Bailey

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

157 Citations (Scopus)

Abstract

This article explores the ways in which employees may experience and respond to tensions inherent in the mix of potentially conflicting human resource (HR) practices that compose hybrid models of employment relations. By drawing on the job demands–resources (JD-R) literature and viewing HR practices as “demands” and “resources,” we explore the impact of performance management and employee voice practices on employee well-being, as exemplified by engagement and emotional exhaustion, in a large public-sector organization in Ireland. Our findings suggest that employee voice mechanisms may act as a resource in both enhancing engagement and in counterbalancing the demands presented by a performance management system, thus reducing the deleterious effects of emotional exhaustion. Our study extends understanding of hybrid models of human resource management (HRM) and of the ways in which employees manage the contradictory signals that such models may send in terms of performance expectations.

Original languageEnglish
Pages (from-to)901-917
Number of pages17
JournalHuman Resource Management
Volume55
Issue number5
Early online date9 Mar 2015
DOIs
Publication statusPublished - 1 Sept 2016
Externally publishedYes

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