The Influence of Flexible Human Resource Management on Employees’ Job Well-being

Abstract

The rapidly changing competitive environment and increasingly diverse employee demands have impacted traditional organizational structures and management models. How organizations achieve efficient and rapid response has attracted widespread attention from both practical and academic circles. Centered on flexible design and rapid response, flexible human resource management (FHRM) can realize the efficient acquisition and optimal allocation of human resources, which serves as a vital managerial tool to improve organizational adaptability and resilience. Flexible office and flexible working hour systems play a key role in solving corporate management dilemmas and enhancing organizational toughness. As the core component of organizations, employees require human resource management practices to cultivate their knowledge, skills and internal motivation to support the delivery of organizational strategies. Therefore, exploring the positive impacts of FHRM carries important theoretical and practical value. With the continuous improvement of material living standards, employees’ spiritual demands have grown stronger, and they pay more attention to positive psychological experiences brought by work, among which self-efficacy experience is particularly critical. Improving employees’ job well-being has become a core way for enterprises to build competitive advantages. Human resource management should not only focus on the achievement of organizational performance goals but also the improvement of employees’ well-being experience. Based on the above background, this study explores the impact of FHRM on employees’ job well-being. To clarify the internal mechanism between the two variables, this study adopts self-determination theory and introduces the satisfaction of self-efficacy as a mediator to analyze the transmission path through which FHRM affects job well-being by meeting employees’ self-efficacy needs. Meanwhile, considering both the content and implementation process of human resource practices, this paper introduces human resource management strength (HRM strength) as a moderator to identify boundary conditions for the effectiveness of FHRM and fully reveal its comprehensive functional logic.