How HR Practice, Work Engagement and Job Crafting Influence Employee Performance.

Scholars have adopted different theoretical perspectives to explain the influence of perceived HR practice on employee outcomes. However, few studies have investigated the role of HR practice in fostering higher in-role and extra-role employee performance by encouraging employee participation in job design, a process referred to as job crafting. Drawing on HRM process theory and the job crafting literature, this study examines how work engagement and job crafting mediate the relationship between employee perceptions of HR practice and employee performance. Based on an analysis of 455 employees working in five Chinese manufacturing firms, the results indicate that where management maintain a strong HR system, employees are more likely to be engaged in their work and participate in job crafting. In addition, job crafting on its own, and work engagement and job crafting together, are shown to mediate the HRM- performance relationship. Theoretical and practical implications are also discussed. [ABSTRACT FROM AUTHOR]