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Given that thriving at work has been shown to be positively related to favorable outcomes, such as increased performance, proactivity, and creativity, it has received increasing attention in current literature. However, knowledge about whether and how high‐performance work systems elicit thriving at work remains limited. Thus, drawing on HRM system strength theory and the socially embedded model of thriving at work, this study identifies the mediating role of developmental climate and the moderating role of high‐performance work systems consensus. By integrating human resource (HR) content and HR process perspectives, our study provides a complete and nuanced picture to understand the HR systems–outcomes linkage. [ABSTRACT FROM AUTHOR]

The boundaries of talent management (TM) are shifting. However, there remains insufficient understanding of the impact of context and stakeholders within the conceptualisation of TM. Considerable confusion remains about how TM is conceived and defined in the Chinese context. Even less is known about how to reconceptualise Chinese TM in a changing new context. This review adopts a new theoretical lens of talent value to reconsider the current definitions of Chinese TM and presents a framework for re‐examining the relationships between the components of Chinese TM. Integrating the findings of the academic and practical literature, this article proposes a model to identify key contextual factors of the new context to observe and analyse the impacts of contextual changes on the concept of Chinese TM. By reviewing the English and Chinese literature on TM in the Chinese context, we bridge the knowledge gap and provide non‐Chinese readers with insights into the Chinese TM phenomenon and ways of conceptualisation that will be relevant to multinational firms operating in China and cross‐country comparative studies. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine the relationship between high‐performance work systems (HPWS) and the work–family interface (i.e. work–family conflict (WFC) and work–family facilitation (WFF)) in a Chinese context. We used job autonomy and self‐efficacy as an underlying mechanism for describing the relationship between HPWS and the work–family interface. Using data from 152 HR managers and 1324 employees, we found that the HPWS was positively associated with both job autonomy and self‐efficacy. We observed that self‐efficacy was an important mechanism to explain the relationship between HPWS and WFF and WFC. We also observed that job autonomy mediated the relationship between HPWS and WFF, but its presence was not significant between HPWS and WFC. One unique contribution of the study is that the authors extended the job demands–resources model to Chinese employees, confirming that self‐efficacy is an important mechanism linking HPWS with WFC and WFF. Practical implications and future research directions are discussed. Key points: Implementation of high‐performance work practices is important to improve work–family facilitation and reduce work–family conflict.Self‐efficacy is an important mechanism to reduce work–family conflict.Data were collected from 152 HR managers and 1324 Chinese employees. [ABSTRACT FROM AUTHOR]