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| From Forced Action to Proactivity：A Study on the Impact of High Involvement Human Resource Practices on Employee Proactive Behavior from the Perspective of Group Engagement Model |
| ZHANG Bainan,XU Shiyong |
| The Center of Human Resource Development and Evaluation in School of Labor and Human Resources,Renmin University of China |
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Abstract From the perspective of group engagement model (GEM) this study explores the mediating role of employee organizational status perception between high involvement human resource practices and employee proactive behavior. Using paired survey data collected at two time points from 333 subordinates and 68 supervisors, the empirical researches indicate that employee’s perceived high involvement human resource practices have a significantly positive impact on employee proactive behavior, and this positive relationship is fully mediated by employee organizational status perception which has positive effect on employee proactive behavior. The research also indicates that employee’s proactive personality negatively moderates the indirect effect of employee’s perceived high involvement human resource practices on employee proactive behavior through employee organizational status perception. Specifically, under the condition of high employee proactive personality, the positive mediating effect of employee’s perceived high involvement human resource practices on employee proactive behavior through employee organizational status perception is weaker than such positive effect under the condition of low employee proactive personality.
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Received: 23 April 2019
Published: 15 August 2019
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Corresponding Authors:
XU Shiyong
E-mail: xusy@ruc.edu.cn
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2019, Vol. 39 
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