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Developmental human resource practices, thriving at work, and employee agility: The moderating role of workplace spirituality

Published online by Cambridge University Press:  23 September 2024

Chengchuan Yang
Affiliation:
School of Economics and Management, Southwest Jiaotong University, Chengdu, Sichuan, China
Chunyong Tang
Affiliation:
School of Economics and Management, Southwest Jiaotong University, Chengdu, Sichuan, China
Nan Xu
Affiliation:
School of Economics and Management, Southwest Jiaotong University, Chengdu, Sichuan, China
Yanzhao Lai*
Affiliation:
School of Economics and Management, Southwest Jiaotong University, Chengdu, Sichuan, China
*
Corresponding author: Yanzhao Lai; Email: [email protected]

Abstract

Grounded in self-determination theory, this study unveils the connection between developmental human resource (HR) practices and employee agility by examining employees’ workplace spirituality and thriving at work. Based on data collected from 428 employees, our empirical analysis has demonstrated that the relationship between developmental HR practices and employee agility is partially mediated by thriving at work. The results also indicate that employees’ workplace spirituality moderates the relationship among developmental HR practices, thriving at work, and employee agility. These findings have unveiled the underlying mechanism of the link between developmental HR practices and employee agility. This research offers fresh insights into the studies on employee agility and provides potential HR management recommendations for enhancing organizational agility in corporate strategic planning.

Type
Research Article
Copyright
© The Author(s), 2024. Published by Cambridge University Press in association with Australian and New Zealand Academy of Management.

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