HIGHLIGHTS
SUMMARY
Employees` work-related wellbeing have profound individual, organizational and societal implications (Ford et_al, 2011; Goh et_al, 2016), and current research suggests that both leadership (Arnold, 2017; Harms et_al, 2017; Inceoglu et_al, 2018) and human resource management (HRM) (Van De Voorde et_al, 2012; Peccei and Van De Voorde, 2019; Han et_al, 2020) are fundamental drivers of wellbeing. The authors extend previous simultaneous research on HRM and leadership which has mostly focused on their interaction effects (e_g, Salas-Vallina et_al, 2020; Wang et_al, 2021; Hauff et_al, 2022a), by focusing on their main effects. The results point . . .
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